Retrospective Plans

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  <title>Retrospective Plans</title>
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    <timestamp>2013-02-25T15:19:22Z</timestamp>
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    <comment>Created page with "{| |Name |Summary |Use |Approx. Duration (mins) |- |[[6 Thinking Hats Retrospective]] |Uses De Bono's 6 Thinking Hats to investigate process improvement |General use, but also..."</comment>
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|Name
|Summary
|Use
|Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|Pillars Of Agile Spiderweb Retrospective
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|
|Appreciative Retrospective
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|
|Top 5
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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|Name
|Summary
|Use
|Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|Pillars Of Agile Spiderweb Retrospective
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|Appreciative Retrospective
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|Top 5
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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    <text bytes="3704" xml:space="preserve">{|
!Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|Pillars Of Agile Spiderweb Retrospective
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|Appreciative Retrospective
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|Top 5
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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    <timestamp>2013-02-25T15:23:40Z</timestamp>
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    <text bytes="3719" xml:space="preserve">{|
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|Pillars Of Agile Spiderweb Retrospective
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|Appreciative Retrospective
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|Top 5
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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    <text bytes="3737" xml:space="preserve">{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|Pillars Of Agile Spiderweb Retrospective
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|Appreciative Retrospective
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|Top 5
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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    <timestamp>2013-02-25T15:32:28Z</timestamp>
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    <text bytes="3741" xml:space="preserve">{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|Appreciative Retrospective
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|Top 5
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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    <text bytes="3745" xml:space="preserve">{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|Top 5
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  <revision>
    <id>56</id>
    <parentid>36</parentid>
    <timestamp>2013-02-25T16:19:43Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="3749" xml:space="preserve">{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|[[Top 5]]
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|Plan of Action
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  <revision>
    <id>62</id>
    <parentid>56</parentid>
    <timestamp>2013-02-25T16:25:01Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <text bytes="3753" xml:space="preserve">{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|[[Top 5]]
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|[[Plan of Action]]
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|Start, Stop, Continue, More of, Less of Wheel
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  <revision>
    <id>65</id>
    <parentid>62</parentid>
    <timestamp>2013-02-25T16:30:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3757" xml:space="preserve">{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|[[Top 5]]
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|[[Plan of Action]]
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|[[Start, Stop, Continue, More of, Less of Wheel]]
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|Each One Meets All
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  <revision>
    <id>72</id>
    <parentid>65</parentid>
    <timestamp>2013-02-25T16:33:08Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3761" xml:space="preserve">{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|[[Top 5]]
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|[[Plan of Action]]
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|[[Start, Stop, Continue, More of, Less of Wheel]]
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|[[Each One Meets All]]
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
    <sha1>edb2fa4bb7eabfd0b2408ff85838626480630c93</sha1>
  </revision>
  <revision>
    <id>73</id>
    <parentid>72</parentid>
    <timestamp>2013-02-25T16:34:28Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4164" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|[[Top 5]]
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|[[Plan of Action]]
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|[[Start, Stop, Continue, More of, Less of Wheel]]
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|[[Each One Meets All]]
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|The Complexity Retrospective
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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</page>
<page arvcontinue="">
  <title>6 Thinking Hats Retrospective</title>
  <ns>0</ns>
  <id>7</id>
  <revision>
    <id>16</id>
    <timestamp>2013-02-25T15:26:57Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "'''Use:'''  You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4202" xml:space="preserve">'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.
====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

''Order of hats''
According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red
Blue Hat (5 minutes)
Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.
White Hat (10 minutes)
Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.
Yellow Hat (10 minutes)
Participants can only talk about the good things that happened in the last iteration.
Black Hat (10 minutes)
Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.
Green Hat (10 minutes)
The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.
Red Hat (5 Minutes)
Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.
Conclusion and actions
Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).
Source:
Rob Bowley also described here</text>
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  </revision>
  <revision>
    <id>17</id>
    <parentid>16</parentid>
    <timestamp>2013-02-25T15:27:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4206" xml:space="preserve">'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.
====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

''''Order of hats''''
According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red
Blue Hat (5 minutes)
Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.
White Hat (10 minutes)
Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.
Yellow Hat (10 minutes)
Participants can only talk about the good things that happened in the last iteration.
Black Hat (10 minutes)
Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.
Green Hat (10 minutes)
The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.
Red Hat (5 Minutes)
Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.
Conclusion and actions
Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).
Source:
Rob Bowley also described here</text>
    <sha1>62e5b41b0a4b2a1744a2a3b95f4d9c0ab568a0a6</sha1>
  </revision>
  <revision>
    <id>19</id>
    <parentid>17</parentid>
    <timestamp>2013-02-25T15:28:21Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4262" xml:space="preserve">'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.
====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

'''Order of hats'''

According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red

'''Blue Hat''' (5 minutes)

Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.

'''White Hat''' (10 minutes)

Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.

'''Yellow Hat''' (10 minutes)

Participants can only talk about the good things that happened in the last iteration.

'''Black Hat''' (10 minutes)

Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.

'''Green Hat''' (10 minutes)

The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.

'''Red Hat''' (5 Minutes)

Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.

'''Conclusion and actions'''

Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).

Source:
Rob Bowley also described here</text>
    <sha1>44d3a4f18bcb79ee5e139fbf80437f9bd50ccce8</sha1>
  </revision>
  <revision>
    <id>20</id>
    <parentid>19</parentid>
    <timestamp>2013-02-25T15:29:33Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4358" xml:space="preserve">'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.

====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

====Order of hats====

According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red

====Blue Hat==== (5 minutes)

Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.

====White Hat==== (10 minutes)

Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.

====Yellow Hat==== (10 minutes)

Participants can only talk about the good things that happened in the last iteration.

'''Black Hat''' (10 minutes)

Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.

====Green Hat==== (10 minutes)

The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.

====Red Hat==== (5 Minutes)

Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.

====Conclusion and actions====

Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).

'''Source:'''
Rob Bowley also described [http://blog.robbowley.net/2009/08/29/6-thinking-hats-retrospective-plan/ here]</text>
    <sha1>90ba97dab32e453bbb56da9f1d952c7b1101785a</sha1>
  </revision>
  <revision>
    <id>21</id>
    <parentid>20</parentid>
    <timestamp>2013-02-25T15:29:50Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4369" xml:space="preserve">__NOTOC__

'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.

====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

====Order of hats====

According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red

====Blue Hat==== (5 minutes)

Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.

====White Hat==== (10 minutes)

Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.

====Yellow Hat==== (10 minutes)

Participants can only talk about the good things that happened in the last iteration.

'''Black Hat''' (10 minutes)

Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.

====Green Hat==== (10 minutes)

The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.

====Red Hat==== (5 Minutes)

Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.

====Conclusion and actions====

Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).

'''Source:'''
Rob Bowley also described [http://blog.robbowley.net/2009/08/29/6-thinking-hats-retrospective-plan/ here]</text>
    <sha1>33f6b40881363d37fec97c7c088d3f96d1e84412</sha1>
  </revision>
  <revision>
    <id>22</id>
    <parentid>21</parentid>
    <timestamp>2013-02-25T15:30:18Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4368" xml:space="preserve">__NOTOC__
'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.

====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

====Order of hats====

According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red

====Blue Hat==== (5 minutes)

Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.

====White Hat==== (10 minutes)

Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.

====Yellow Hat==== (10 minutes)

Participants can only talk about the good things that happened in the last iteration.

'''Black Hat''' (10 minutes)

Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.

====Green Hat==== (10 minutes)

The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.

====Red Hat==== (5 Minutes)

Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.

====Conclusion and actions====

Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).

'''Source:'''
Rob Bowley also described [http://blog.robbowley.net/2009/08/29/6-thinking-hats-retrospective-plan/ here]</text>
    <sha1>947145449a94371d737fdc251647151c42c5fbf6</sha1>
  </revision>
  <revision>
    <id>23</id>
    <parentid>22</parentid>
    <timestamp>2013-02-25T15:30:42Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4368" xml:space="preserve">__NOTOC__
'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.

====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

====Order of hats====

According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red

====Blue Hat (5 minutes)====

Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.

====White Hat==== (10 minutes)

Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.

====Yellow Hat==== (10 minutes)

Participants can only talk about the good things that happened in the last iteration.

'''Black Hat''' (10 minutes)

Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.

====Green Hat==== (10 minutes)

The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.

====Red Hat==== (5 Minutes)

Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.

====Conclusion and actions====

Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).

'''Source:'''
Rob Bowley also described [http://blog.robbowley.net/2009/08/29/6-thinking-hats-retrospective-plan/ here]</text>
    <sha1>7db8f9c3799c0a93e97c40074be195dc82447dbe</sha1>
  </revision>
  <revision>
    <id>24</id>
    <parentid>23</parentid>
    <timestamp>2013-02-25T15:31:20Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4372" xml:space="preserve">__NOTOC__
'''Use:'''

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

'''Length of time:'''

Approximately 60 minutes but can easily be tailored to need.

'''Short Description:'''

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

'''Materials:'''

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

====Preparation====
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.

====Introduction====
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

====Order of hats====

According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red

====Blue Hat (5 minutes)====

Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.

====White Hat (10 minutes)====

Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.

====Yellow Hat (10 minutes)====

Participants can only talk about the good things that happened in the last iteration.

====Black Hat (10 minutes)====

Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.

====Green Hat (10 minutes)==== 

The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.

====Red Hat (5 Minutes)==== 

Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.

====Conclusion and actions====

Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).

'''Source:'''
Rob Bowley also described [http://blog.robbowley.net/2009/08/29/6-thinking-hats-retrospective-plan/ here]</text>
    <sha1>5b57d5c20d529eeee403ae8ebfd60266934c4ea2</sha1>
  </revision>
  <revision>
    <id>25</id>
    <parentid>24</parentid>
    <timestamp>2013-02-25T15:31:55Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4388" xml:space="preserve">__NOTOC__
==='''Use:'''===

You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way”.

==='''Length of time:'''===

Approximately 60 minutes but can easily be tailored to need.

==='''Short Description:'''===

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

==='''Materials:'''===

A large whiteboard and 6 coloured cards (one for each hat). A room with space to arrange chairs in a circle (no table).

'''Process:'''

===Preparation===
Arrange chairs in a circle so all the participants are facing each other. Put the colored cards along the top of the whiteboard in order of hat wearing (see below). Be familiar with all the “hats”.

===Introduction===
Once everyone is seated introduce the exercise by giving a brief summary of De Bono’s Six Thinking Hats process. Then explain that the group will all put on the same hat and discuss the iteration (what went well, want didn’t go so well, what can we do to improve things) for 10 minutes and after that they will put on the next hat in the series and so on until the all the hats have been worn.
'''Very Important:''' If at anytime anyone starts talking in a manner not appropriate for the current hat interrupt the discussion and say something like: “That’s great Black Hat thinking, but we’re not wearing that that right now. Remember, we’re wearing our Green Hats which are about alternatives and learning so please try to discuss the subject in this manner”.

Tip: The facilitator should try to stay out of the circle and try to avoud the participants talking directly to them. This is tricky as people have a habit of watching what you’re writing on the board. Try to block the board so they are not distracted.

===Order of hats===

According to Wikipedia the order of hats most suited to process improvement is Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue but for this exercise we will use:
Blue, White, Yellow, Black, Green, Red

====Blue Hat (5 minutes)====

Use the blue hat to discuss the objectives for the session and write the output on the whiteboard.

====White Hat (10 minutes)====

Participants raise and discuss anything from the last iteration which can be said to be a fact or information. Hunches and feelings and any discussion of reasons or other non information based output should be left for the appropriate hat.

====Yellow Hat (10 minutes)====

Participants can only talk about the good things that happened in the last iteration.

====Black Hat (10 minutes)====

Participants can only talk about the bad things that happened, any negative criticism they have or worst case scenarios they can think of.

====Green Hat (10 minutes)==== 

The discussion moves on to any ideas people have about solving problems or things that may add more value to the business or help in any way. Outside of the box helicopter view blue sky thinking is encouraged.

====Red Hat (5 Minutes)==== 

Give the participants a short period of time in which they can come up to the board and write down 2 emotive staments each. These could be the issues that have stood out for them the most or an idea for solving a problem. These statements should be instinctive which is why you will give them very little time to do this.

===Conclusion and actions===

Spend a little time as a group having a look at the Red Hat output. Are there any themes? Do any of them have relationships to each other. Do any particularly stand out? From this get the group to decide on a couple of actions to take away. As always ensure the actions are very easy to execute (so nothing like “write more unit tests” or “refactor the database”).

'''Source:'''
Rob Bowley also described [http://blog.robbowley.net/2009/08/29/6-thinking-hats-retrospective-plan/ here]</text>
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  <title>Pillars Of Agile Spiderweb Retrospective</title>
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===Use:===
To talk about what abilities are important to an Agile team and how your team rates against them

===Length of time:===
It seems like these retrospectives want to be about an hour long.

===Short Description:===
a retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.

===Materials:===
Chart paper, normal paper &amp; pens
Process:</text>
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===Use:===
To talk about what abilities are important to an Agile team and how your team rates against them

===Length of time:===
It seems like these retrospectives want to be about an hour long.

===Short Description:===
a retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.

===Materials:===
Chart paper, normal paper &amp; pens

===Process:===</text>
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    <text bytes="481" xml:space="preserve">__NOTOC__
===Use:===
To talk about what abilities are important to an Agile team and how your team rates against them

===Length of time:===
It seems like these retrospectives want to be about an hour long.

===Short Description:===
a retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.

===Materials:===
Chart paper, normal paper &amp; pens

===Process:===
[[File:Spider.png]]</text>
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    <text bytes="1883" xml:space="preserve">__NOTOC__
===Use:===
To talk about what abilities are important to an Agile team and how your team rates against them

===Length of time:===
It seems like these retrospectives want to be about an hour long.

===Short Description:===
a retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.

===Materials:===
Chart paper, normal paper &amp; pens

===Process:===
[[File:Spider.png]]
The team assembles and sits. They get some paper.

I let a random person pick which pillar to start with. I describe it to them, then tell them to individually rate the whole team against it, on a one-to-five scale, five being the best, then write their rating on some paper. I tell them they can pick a range if they’re not sure which number to pick. (I think that’s what numbers like “3.5″ often mean.)
(In the future, I’ll have the team come to some consensus about what they mean by “one” and “five”. Some people, for example, consider “five” perfection and thus unattainable.)

When they’re ready, they hand the paper to me. While that does make it less obvious which person wrote which number, that’s a minor motivation. I do it more because it gives each person control over how long to think.

Then I plot the values on the spider chart, like this:
[[File:Spider-1.png]]

Then I invite the team to discuss whatever the spread or values bring to mind. If I see something no one mentions, I bring it up, but the discussion is really in their hands. Their talk may lead to action items, but I don’t force it.
After the discussion of one pillar dies down, I have someone pick the next one. (I think that each time we soon just started going clockwise or anti-clockwise.)

Source:
Brian Marick [http://www.exampler.com/blog/2009/06/12/pillar-spiderweb-retrospectives/ 1]</text>
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    <model>wikitext</model>
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    <text bytes="1885" xml:space="preserve">__NOTOC__
===Use:===
To talk about what abilities are important to an Agile team and how your team rates against them

===Length of time:===
It seems like these retrospectives want to be about an hour long.

===Short Description:===
a retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.

===Materials:===
Chart paper, normal paper &amp; pens

===Process:===
[[File:Spider.png]]

The team assembles and sits. They get some paper.

I let a random person pick which pillar to start with. I describe it to them, then tell them to individually rate the whole team against it, on a one-to-five scale, five being the best, then write their rating on some paper. I tell them they can pick a range if they’re not sure which number to pick. (I think that’s what numbers like “3.5″ often mean.)
(In the future, I’ll have the team come to some consensus about what they mean by “one” and “five”. Some people, for example, consider “five” perfection and thus unattainable.)

When they’re ready, they hand the paper to me. While that does make it less obvious which person wrote which number, that’s a minor motivation. I do it more because it gives each person control over how long to think.

Then I plot the values on the spider chart, like this:

[[File:Spider-1.png]]

Then I invite the team to discuss whatever the spread or values bring to mind. If I see something no one mentions, I bring it up, but the discussion is really in their hands. Their talk may lead to action items, but I don’t force it.
After the discussion of one pillar dies down, I have someone pick the next one. (I think that each time we soon just started going clockwise or anti-clockwise.)

Source:
Brian Marick [http://www.exampler.com/blog/2009/06/12/pillar-spiderweb-retrospectives/ 1]</text>
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  <title>Appreciative Retrospective</title>
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    <comment>Created page with "===Use:=== To remind everyone what a good job they're doing rather than focusing on negatives every time you run a retrospective. ===Length of time:=== 60 minutes ===Short Des..."</comment>
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    <text bytes="2986" xml:space="preserve">===Use:===
To remind everyone what a good job they're doing rather than focusing on negatives every time you run a retrospective.
===Length of time:===
60 minutes
===Short Description:===
An appreciative retrospective focuses on the positives “What did we do well? What worked ?”, instead of the usual “What went wrong? What can we do better?” tone of retrospectives. This style of retrospective uses Appreciative Inquiry to identify what went so well. There is no blame or negativity and builds on the Prime Directive: that everyone in the team did the best job they could possibly do.

Appreciative Inquiry builds on the positives, and attempts to amplify the good things we have done, and ensure that what makes us good is identified and refined. We usually end up losing sight of what works for us in retrospectives, as we focus on the problems to fix.

===Materials:===
The usual - flip charts, post-it notes, whiteboard, pens etc.
===Process:===
'''1. Setting the stage.''' (5 minutes) To set the positive tone, ask each member of the team to write a note of appreciation to someone else on the team on a post-it. When everyone has written their notes, go around the table and have them read it out loud.

'''2. Gather data''' (5 minutes) This is a brainstorming exercise. Distribute post-its of 3 colours. On each coloured post-it, have everyone write the team’s successes, strengths and events during the past iteration. Use one colour for each. Write as many as possible. Stick these up on one section of the board.

'''3. Generate Insights'''
Brainstorm the future (10 minutes) This is similar to the previous exercise but needs more creativity. Have the team time travel to the end of the next iteration. Imagine what their successes, strengths and events would be in the not so far future. What would they achieve if they keep doing the best they can?

Write these on the same coloured post-its as the previous exercise and stick them up on another part of the board.
Affinity Mapping (15 minutes) Get the team to the board. Group the different post-its. It is ok to mix up the post-its. Look for common groups and themes, pull these out. Group them into their own sections on the board and circle and label them.

Dot voting (5 minutes)
Have the team think about what groups/themes they want to sustain. Each member has two votes. Pick two groups with the most votes.

'''4. Decide what to do''' (15 minutes)
Based on what they have identified as their future successes, strengths and positive events, ask the team what actions can they take to achieve them. These could be in the form of “do more of, keep doing” actions. Pick two to three actions but not more.


'''Source:''''
Hibri Marzook also Agile in Action.

The "original" script for Appreciative Retrospectives can be found at http://www.ayeconference.com/appreciativeretrospective/

A lightweight, more playful variation can be found at http://radio.javaranch.com/ilja/2008/03/09/1205088855539.html</text>
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===Use:===
To remind everyone what a good job they're doing rather than focusing on negatives every time you run a retrospective.
===Length of time:===
60 minutes
===Short Description:===
An appreciative retrospective focuses on the positives “What did we do well? What worked ?”, instead of the usual “What went wrong? What can we do better?” tone of retrospectives. This style of retrospective uses Appreciative Inquiry to identify what went so well. There is no blame or negativity and builds on the Prime Directive: that everyone in the team did the best job they could possibly do.

Appreciative Inquiry builds on the positives, and attempts to amplify the good things we have done, and ensure that what makes us good is identified and refined. We usually end up losing sight of what works for us in retrospectives, as we focus on the problems to fix.

===Materials:===
The usual - flip charts, post-it notes, whiteboard, pens etc.
===Process:===
'''1. Setting the stage.''' (5 minutes) To set the positive tone, ask each member of the team to write a note of appreciation to someone else on the team on a post-it. When everyone has written their notes, go around the table and have them read it out loud.

'''2. Gather data''' (5 minutes) This is a brainstorming exercise. Distribute post-its of 3 colours. On each coloured post-it, have everyone write the team’s successes, strengths and events during the past iteration. Use one colour for each. Write as many as possible. Stick these up on one section of the board.

'''3. Generate Insights'''
Brainstorm the future (10 minutes) This is similar to the previous exercise but needs more creativity. Have the team time travel to the end of the next iteration. Imagine what their successes, strengths and events would be in the not so far future. What would they achieve if they keep doing the best they can?

Write these on the same coloured post-its as the previous exercise and stick them up on another part of the board.
Affinity Mapping (15 minutes) Get the team to the board. Group the different post-its. It is ok to mix up the post-its. Look for common groups and themes, pull these out. Group them into their own sections on the board and circle and label them.

Dot voting (5 minutes)
Have the team think about what groups/themes they want to sustain. Each member has two votes. Pick two groups with the most votes.

'''4. Decide what to do''' (15 minutes)
Based on what they have identified as their future successes, strengths and positive events, ask the team what actions can they take to achieve them. These could be in the form of “do more of, keep doing” actions. Pick two to three actions but not more.


'''Source:''''
Hibri Marzook also Agile in Action.

The "original" script for Appreciative Retrospectives can be found at http://www.ayeconference.com/appreciativeretrospective/

A lightweight, more playful variation can be found at http://radio.javaranch.com/ilja/2008/03/09/1205088855539.html</text>
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===Use:===
To remind everyone what a good job they're doing rather than focusing on negatives every time you run a retrospective.
===Length of time:===
60 minutes
===Short Description:===
An appreciative retrospective focuses on the positives “What did we do well? What worked ?”, instead of the usual “What went wrong? What can we do better?” tone of retrospectives. This style of retrospective uses Appreciative Inquiry to identify what went so well. There is no blame or negativity and builds on the Prime Directive: that everyone in the team did the best job they could possibly do.

Appreciative Inquiry builds on the positives, and attempts to amplify the good things we have done, and ensure that what makes us good is identified and refined. We usually end up losing sight of what works for us in retrospectives, as we focus on the problems to fix.

===Materials:===
The usual - flip charts, post-it notes, whiteboard, pens etc.
===Process:===
'''1. Setting the stage.''' (5 minutes) 

To set the positive tone, ask each member of the team to write a note of appreciation to someone else on the team on a post-it. When everyone has written their notes, go around the table and have them read it out loud.

'''2. Gather data''' (5 minutes) 

This is a brainstorming exercise. Distribute post-its of 3 colours. On each coloured post-it, have everyone write the team’s successes, strengths and events during the past iteration. Use one colour for each. Write as many as possible. Stick these up on one section of the board.

'''3. Generate Insights'''

Brainstorm the future (10 minutes) 

This is similar to the previous exercise but needs more creativity. Have the team time travel to the end of the next iteration. Imagine what their successes, strengths and events would be in the not so far future. What would they achieve if they keep doing the best they can?

Write these on the same coloured post-its as the previous exercise and stick them up on another part of the board.
Affinity Mapping (15 minutes) Get the team to the board. Group the different post-its. It is ok to mix up the post-its. Look for common groups and themes, pull these out. Group them into their own sections on the board and circle and label them.

Dot voting (5 minutes)
Have the team think about what groups/themes they want to sustain. Each member has two votes. Pick two groups with the most votes.

'''4. Decide what to do''' (15 minutes)

Based on what they have identified as their future successes, strengths and positive events, ask the team what actions can they take to achieve them. These could be in the form of “do more of, keep doing” actions. Pick two to three actions but not more.


'''Source:''''
Hibri Marzook also Agile in Action.

The "original" script for Appreciative Retrospectives can be found at http://www.ayeconference.com/appreciativeretrospective/

A lightweight, more playful variation can be found at http://radio.javaranch.com/ilja/2008/03/09/1205088855539.html</text>
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    <comment>Created page with " * navigation ** Home|mainpage-description ** Retrospective_Plans|Retrospective Plans ** currentevents-url|currentevents ** recentchanges-url|recentchanges * SEARCH * TOOLBOX ..."</comment>
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* navigation
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** Retrospective_Plans|Retrospective Plans
** currentevents-url|currentevents
** recentchanges-url|recentchanges
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* navigation
** Main_Page| Home
** Retrospective_Plans|Retrospective Plans
** currentevents-url|currentevents
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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* navigation
** Main_Page| Home
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** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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  <title>Top 5</title>
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    <comment>Created page with "===Use:===  Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them.  ===Length of time:===  Approximately 45..."</comment>
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    <text bytes="2117" xml:space="preserve">===Use:===
 Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them.

===Length of time:===
 Approximately 45 minutes depending on the size of the team.

===Short Description:===
The facilitator asks participants to bring along their top five issues which are then grouped and in pairs the participants create actions to resolve them them before voting on the top actions which are taken away.

===Materials:===

Whiteboard or flipchart paper &amp; pens.

===Process:===
Before the retrospective provide participants with a simple Word document template and ask them to identify their top 5 issues (one per template) and for each issue suggest as many solutions as possible. The template is to ensure participants can be as anonymous as possible.

#Collect all the print-outs, spread them on the table and ask the team to group relevant issues.
#Ask for a title for each group, create a column for each one on a whiteboard (or flip chart sheets stuck to the wall) and place the associated print outs on the floor below.

Get participants to form pairs (preferably with someone they don’t normally work too closely with) and give them three minutes with each column to come up with as many actions as they can and to write them in the column. Pairs are able to refer to the print outs and previous pairs’ actions for inspiration.

After three minutes pairs move on to another column until all are exhausted.

Go through all the actions so all participants are aware of them all.

Give each participant three votes and ask them to choose their favourite actions (can use votes however they wish e.g. 3 on one action).

Identify the most popular actions and ask for volunteers to own them. Make it clear it will be their responsibility to ensure they get completed before the next retrospective (tip: don’t choose too many actions and definitely no more than one action per participant).

As with all retrospective output I find the best way to ensure they get actioned is to stick them up on the wall somewhere everyone can see.
Source: Rob Bowley [1]</text>
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    <text bytes="2119" xml:space="preserve">===Use:===
 Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them.

===Length of time:===
 Approximately 45 minutes depending on the size of the team.

===Short Description:===
The facilitator asks participants to bring along their top five issues which are then grouped and in pairs the participants create actions to resolve them them before voting on the top actions which are taken away.

===Materials:===

Whiteboard or flipchart paper &amp; pens.

===Process:===
Before the retrospective provide participants with a simple Word document template and ask them to identify their top 5 issues (one per template) and for each issue suggest as many solutions as possible. The template is to ensure participants can be as anonymous as possible.

# Collect all the print-outs, spread them on the table and ask the team to group relevant issues.
# Ask for a title for each group, create a column for each one on a whiteboard (or flip chart sheets stuck to the wall) and place the associated print outs on the floor below.

Get participants to form pairs (preferably with someone they don’t normally work too closely with) and give them three minutes with each column to come up with as many actions as they can and to write them in the column. Pairs are able to refer to the print outs and previous pairs’ actions for inspiration.

After three minutes pairs move on to another column until all are exhausted.

Go through all the actions so all participants are aware of them all.

Give each participant three votes and ask them to choose their favourite actions (can use votes however they wish e.g. 3 on one action).

Identify the most popular actions and ask for volunteers to own them. Make it clear it will be their responsibility to ensure they get completed before the next retrospective (tip: don’t choose too many actions and definitely no more than one action per participant).

As with all retrospective output I find the best way to ensure they get actioned is to stick them up on the wall somewhere everyone can see.
Source: Rob Bowley [1]</text>
    <sha1>59571aba9740647e9e858ba8cb4590825aa1d061</sha1>
  </revision>
  <revision>
    <id>59</id>
    <parentid>58</parentid>
    <timestamp>2013-02-25T16:23:01Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2190" xml:space="preserve">===Use:===
Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them.

===Length of time:===
Approximately 45 minutes depending on the size of the team.

===Short Description:===
The facilitator asks participants to bring along their top five issues which are then grouped and in pairs the participants create actions to resolve them them before voting on the top actions which are taken away.

===Materials:===

Whiteboard or flipchart paper &amp; pens.

===Process:===
Before the retrospective provide participants with a simple Word document template and ask them to identify their top 5 issues (one per template) and for each issue suggest as many solutions as possible. The template is to ensure participants can be as anonymous as possible.

# Collect all the print-outs, spread them on the table and ask the team to group relevant issues.
# Ask for a title for each group, create a column for each one on a whiteboard (or flip chart sheets stuck to the wall) and place the associated print outs on the floor below.
# Get participants to form pairs (preferably with someone they don’t normally work too closely with) and give them three minutes with each column to come up with as many actions as they can and to write them in the column. Pairs are able to refer to the print outs and previous pairs’ actions for inspiration.
# After three minutes pairs move on to another column until all are exhausted.
# Go through all the actions so all participants are aware of them all.
# Give each participant three votes and ask them to choose their favourite actions (can use votes however they wish e.g. 3 on one action).
# Identify the most popular actions and ask for volunteers to own them. Make it clear it will be their responsibility to ensure they get completed before the next retrospective (tip: don’t choose too many actions and definitely no more than one action per participant).
# As with all retrospective output I find the best way to ensure they get actioned is to stick them up on the wall somewhere everyone can see.

Source: Rob Bowley [http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ 1]</text>
    <sha1>a7e2996862ca04ba0506fea44c8f8764e1fc48d9</sha1>
  </revision>
  <revision>
    <id>60</id>
    <parentid>59</parentid>
    <timestamp>2013-02-25T16:24:12Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2202" xml:space="preserve">__NOTOC__

===Use:===
Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them.

===Length of time:===
Approximately 45 minutes depending on the size of the team.

===Short Description:===
The facilitator asks participants to bring along their top five issues which are then grouped and in pairs the participants create actions to resolve them them before voting on the top actions which are taken away.

===Materials:===

Whiteboard or flipchart paper &amp; pens.

===Process:===
Before the retrospective provide participants with a simple Word document template and ask them to identify their top 5 issues (one per template) and for each issue suggest as many solutions as possible. The template is to ensure participants can be as anonymous as possible.

# Collect all the print-outs, spread them on the table and ask the team to group relevant issues.
# Ask for a title for each group, create a column for each one on a whiteboard (or flip chart sheets stuck to the wall) and place the associated print outs on the floor below.
# Get participants to form pairs (preferably with someone they don’t normally work too closely with) and give them three minutes with each column to come up with as many actions as they can and to write them in the column. Pairs are able to refer to the print outs and previous pairs’ actions for inspiration.
# After three minutes pairs move on to another column until all are exhausted.
# Go through all the actions so all participants are aware of them all.
# Give each participant three votes and ask them to choose their favourite actions (can use votes however they wish e.g. 3 on one action).
# Identify the most popular actions and ask for volunteers to own them. Make it clear it will be their responsibility to ensure they get completed before the next retrospective (tip: don’t choose too many actions and definitely no more than one action per participant).
# As with all retrospective output I find the best way to ensure they get actioned is to stick them up on the wall somewhere everyone can see.


Source: Rob Bowley [http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ 1]</text>
    <sha1>a7880a25efbdcce2bfa106f9bcfa4e0c69aa6e77</sha1>
  </revision>
  <revision>
    <id>61</id>
    <parentid>60</parentid>
    <timestamp>2013-02-25T16:24:35Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2201" xml:space="preserve">__NOTOC__
===Use:===
Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them.

===Length of time:===
Approximately 45 minutes depending on the size of the team.

===Short Description:===
The facilitator asks participants to bring along their top five issues which are then grouped and in pairs the participants create actions to resolve them them before voting on the top actions which are taken away.

===Materials:===

Whiteboard or flipchart paper &amp; pens.

===Process:===
Before the retrospective provide participants with a simple Word document template and ask them to identify their top 5 issues (one per template) and for each issue suggest as many solutions as possible. The template is to ensure participants can be as anonymous as possible.

# Collect all the print-outs, spread them on the table and ask the team to group relevant issues.
# Ask for a title for each group, create a column for each one on a whiteboard (or flip chart sheets stuck to the wall) and place the associated print outs on the floor below.
# Get participants to form pairs (preferably with someone they don’t normally work too closely with) and give them three minutes with each column to come up with as many actions as they can and to write them in the column. Pairs are able to refer to the print outs and previous pairs’ actions for inspiration.
# After three minutes pairs move on to another column until all are exhausted.
# Go through all the actions so all participants are aware of them all.
# Give each participant three votes and ask them to choose their favourite actions (can use votes however they wish e.g. 3 on one action).
# Identify the most popular actions and ask for volunteers to own them. Make it clear it will be their responsibility to ensure they get completed before the next retrospective (tip: don’t choose too many actions and definitely no more than one action per participant).
# As with all retrospective output I find the best way to ensure they get actioned is to stick them up on the wall somewhere everyone can see.


Source: Rob Bowley [http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ 1]</text>
    <sha1>b765e14cec2b4b7688aca80b7cd29c5213afe174</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>Plan of Action</title>
  <ns>0</ns>
  <id>26</id>
  <revision>
    <id>63</id>
    <timestamp>2013-02-25T16:26:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:===  When retrospective actions are lacking clear executable paths (are too tied to goals)  ===Length of time:=== Approximately 40 minutes  ===Short Descripti..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3553" xml:space="preserve">__NOTOC__
===Use:===

When retrospective actions are lacking clear executable paths (are too tied to goals)

===Length of time:===
Approximately 40 minutes

===Short Description:===

To solve these problems, ask the team to generate all actions in a specific format, as shown below.

Long-term goal: Have test automation on acceptance-test level

Now-Action: Pete will automate one test using Fit

This format helps the team consider a long-term goal for every action. It also helps them create very concrete actions to move the team a step closer to the long-term goal.

===Materials:===
Index cards, flipchart/whiteboard, pens

===Process:===
The first step in action generation is to have every team member individually generate as many actions as possible. Every action is written in the established format (goal and now-action) and written on an index card. This activity is timeboxed to about ten minutes. After the individual actions are generated, we divide the group into pairs. The individuals in each pair explain each other’s actions to each other. The pair selects the most important actions out of their combined actions, trying to limit the total to a handful of actions, for example five. In this phase they can, of course, generate new actions. This activity is also timeboxed, though it’s often finished before the end of the allotted time. Next, the pairs join with another pair to form groups of four and repeat the process, this time sharing only the most important actions they selected from the previous activity. The foursome further pares down the chosen actions, to for example four. This process continues until there is a whole team discussion. At that point the team selects the actions that have slowly emerged to be the most important.

At the end of the selection process, write all the actions on one flipchart sheet and hand it over to one of the team members. This sheet is then hung in the team’s workspace as a visual reminder. Those actions not selected can be discarded.

For example, in a retrospective with eight people, the following steps would be taken:

   * 10 min – Individual action generation.
   * 10 min – Pairs select the top five of their shared actions
   * 10 min – Groups of four select the top four of their ten shared actions
   * 10 min – The whole group selects the top three of their eight shared actions

The process is based on having team sizes that are a multiple of two; however, with some creativity it works for any size group. It might mean that in the first step there is one group of three or in the second step one group of six and one group of four. (The calculations did give me and my co-facilitator a headache in a group of around forty.)
The advantage of this action generation technique is that it combines individual action generation with group action generation. It then slowly, step-by-step, creates consensus on the actions. Everyone tends to stay involved in the process mostly because they have all been involved in the process from the beginning. Also by slowly increasing the group sizes, the more silent personalities tend not to be excluded.

While we generate as many actions as we can, we ultimately select only a few, typically three, to be done in the next sprint. Selecting too many actions is a common mistake in action planning. The effect is a loss of focus and a huge amount of time spent on tracking the actions.

Source:
Modified and reproduced with kind permission of Bas Vodde from an article he posted on the Scrum Alliance website here</text>
    <sha1>d84dcabd46a2ef3e3ab3f6d088c24023d0fddc2a</sha1>
  </revision>
  <revision>
    <id>64</id>
    <parentid>63</parentid>
    <timestamp>2013-02-25T16:27:57Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3642" xml:space="preserve">__NOTOC__
===Use:===

When retrospective actions are lacking clear executable paths (are too tied to goals)

===Length of time:===
Approximately 40 minutes

===Short Description:===

To solve these problems, ask the team to generate all actions in a specific format, as shown below.

Long-term goal: Have test automation on acceptance-test level

Now-Action: Pete will automate one test using Fit

This format helps the team consider a long-term goal for every action. It also helps them create very concrete actions to move the team a step closer to the long-term goal.

===Materials:===
Index cards, flipchart/whiteboard, pens

===Process:===
The first step in action generation is to have every team member individually generate as many actions as possible. Every action is written in the established format (goal and now-action) and written on an index card. This activity is timeboxed to about ten minutes. After the individual actions are generated, we divide the group into pairs. The individuals in each pair explain each other’s actions to each other. The pair selects the most important actions out of their combined actions, trying to limit the total to a handful of actions, for example five. In this phase they can, of course, generate new actions. This activity is also timeboxed, though it’s often finished before the end of the allotted time. Next, the pairs join with another pair to form groups of four and repeat the process, this time sharing only the most important actions they selected from the previous activity. The foursome further pares down the chosen actions, to for example four. This process continues until there is a whole team discussion. At that point the team selects the actions that have slowly emerged to be the most important.

At the end of the selection process, write all the actions on one flipchart sheet and hand it over to one of the team members. This sheet is then hung in the team’s workspace as a visual reminder. Those actions not selected can be discarded.

For example, in a retrospective with eight people, the following steps would be taken:

   * 10 min – Individual action generation.
   * 10 min – Pairs select the top five of their shared actions
   * 10 min – Groups of four select the top four of their ten shared actions
   * 10 min – The whole group selects the top three of their eight shared actions

The process is based on having team sizes that are a multiple of two; however, with some creativity it works for any size group. It might mean that in the first step there is one group of three or in the second step one group of six and one group of four. (The calculations did give me and my co-facilitator a headache in a group of around forty.)
The advantage of this action generation technique is that it combines individual action generation with group action generation. It then slowly, step-by-step, creates consensus on the actions. Everyone tends to stay involved in the process mostly because they have all been involved in the process from the beginning. Also by slowly increasing the group sizes, the more silent personalities tend not to be excluded.

While we generate as many actions as we can, we ultimately select only a few, typically three, to be done in the next sprint. Selecting too many actions is a common mistake in action planning. The effect is a loss of focus and a huge amount of time spent on tracking the actions.

'''Source:'''

Modified and reproduced with kind permission of [http://www.odd-e.com/ Bas Vodde] from an article he posted on the Scrum Alliance website [http://www.scrumalliance.org/articles/61-plan-of-action here]</text>
    <sha1>8190ccdd2fe17b28d4543157e629b4e109bca685</sha1>
  </revision>
</page>
<page arvcontinue="">
  <title>Start, Stop, Continue, More of, Less of Wheel</title>
  <ns>0</ns>
  <id>27</id>
  <revision>
    <id>66</id>
    <timestamp>2013-02-25T16:30:58Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:===  Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduc..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2225" xml:space="preserve">__NOTOC__
===Use:===
 Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
Length of Time: 10 minutes for smaller groups to 25 minutes for larger groups. Length also depends on the amount of time being retrospect.
===Short Description:===
 The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement.
===Materials: ===
Marker, flip chart paper.

===Process:===
Draw a circle on a poster, divide it into 5 sections and write the words "start", "stop", "continue", "more of" and "less of" around each section.

Ask: What should we start doing that perhaps we haven't done yet? What should we stop doing, that's not contributing or is getting in our way? What is working that we want to continue to do? What should we do more of? Less of?"
Encourage comments in any category. Clarify what category the comment belongs in, and
record the comment (or summary of it) on the poster. Use silence - wait for comments.

'''Variations:''' For large groups (9 or more) doing a retrospective of a large milestone, iteration or whole project: divide into subgroups to focus on one aspect of the iteration or project such as testing, requirements, customer involvement, and so forth. Encourage participants to form cross-functional subgroups (so different roles are represented in each subgroup). Each subgroup creates a poster, as depicted above, in eight minutes. Next, ask everyone to move around the room, reading the various posters silently. All together in a plenary discussion, allow people to speak additions to other wheels (and they are added to the posters). Finally, decide specific actions to take for the next iteration, milestone, or project.

Source: Ellen Gottesdiener, EBG consulting
©2004 Diana Larsen, http://www.futureworksconsulting.com and participants in the Annual Retrospective Facilitators Gathering. Permission granted to reproduce these materials with the copyright data intact.</text>
    <sha1>9585bebf260e6f815014381410e092dc091d13d4</sha1>
  </revision>
  <revision>
    <id>67</id>
    <parentid>66</parentid>
    <timestamp>2013-02-25T16:31:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2223" xml:space="preserve">__NOTOC__
===Use:===
Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
Length of Time: 10 minutes for smaller groups to 25 minutes for larger groups. Length also depends on the amount of time being retrospect.
===Short Description:===
The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement.
===Materials: ===
Marker, flip chart paper.

===Process:===
Draw a circle on a poster, divide it into 5 sections and write the words "start", "stop", "continue", "more of" and "less of" around each section.

Ask: What should we start doing that perhaps we haven't done yet? What should we stop doing, that's not contributing or is getting in our way? What is working that we want to continue to do? What should we do more of? Less of?"
Encourage comments in any category. Clarify what category the comment belongs in, and
record the comment (or summary of it) on the poster. Use silence - wait for comments.

'''Variations:''' For large groups (9 or more) doing a retrospective of a large milestone, iteration or whole project: divide into subgroups to focus on one aspect of the iteration or project such as testing, requirements, customer involvement, and so forth. Encourage participants to form cross-functional subgroups (so different roles are represented in each subgroup). Each subgroup creates a poster, as depicted above, in eight minutes. Next, ask everyone to move around the room, reading the various posters silently. All together in a plenary discussion, allow people to speak additions to other wheels (and they are added to the posters). Finally, decide specific actions to take for the next iteration, milestone, or project.

Source: Ellen Gottesdiener, EBG consulting
©2004 Diana Larsen, http://www.futureworksconsulting.com and participants in the Annual Retrospective Facilitators Gathering. Permission granted to reproduce these materials with the copyright data intact.</text>
    <sha1>d1208b8d17d4a2b4ec9915ec0c492f746ac538d6</sha1>
  </revision>
  <revision>
    <id>68</id>
    <parentid>67</parentid>
    <timestamp>2013-02-25T16:31:39Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2225" xml:space="preserve">__NOTOC__
===Use:===
Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
Length of Time: 10 minutes for smaller groups to 25 minutes for larger groups. Length also depends on the amount of time being retrospect.
===Short Description:===
The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement.
===Materials: ===
Marker, flip chart paper.

===Process:===
#Draw a circle on a poster, divide it into 5 sections and write the words "start", "stop", "continue", "more of" and "less of" around each section.
#Ask: What should we start doing that perhaps we haven't done yet? What should we stop doing, that's not contributing or is getting in our way? What is working that we want to continue to do? What should we do more of? Less of?"
#Encourage comments in any category. Clarify what category the comment belongs in, and
record the comment (or summary of it) on the poster. Use silence - wait for comments.

'''Variations:''' For large groups (9 or more) doing a retrospective of a large milestone, iteration or whole project: divide into subgroups to focus on one aspect of the iteration or project such as testing, requirements, customer involvement, and so forth. Encourage participants to form cross-functional subgroups (so different roles are represented in each subgroup). Each subgroup creates a poster, as depicted above, in eight minutes. Next, ask everyone to move around the room, reading the various posters silently. All together in a plenary discussion, allow people to speak additions to other wheels (and they are added to the posters). Finally, decide specific actions to take for the next iteration, milestone, or project.

Source: Ellen Gottesdiener, EBG consulting
©2004 Diana Larsen, http://www.futureworksconsulting.com and participants in the Annual Retrospective Facilitators Gathering. Permission granted to reproduce these materials with the copyright data intact.</text>
    <sha1>ccc69170a6c2c4f7814a6bc9034433fcfdf860c0</sha1>
  </revision>
  <revision>
    <id>69</id>
    <parentid>68</parentid>
    <timestamp>2013-02-25T16:31:53Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2225" xml:space="preserve">__NOTOC__
===Use:===
Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
Length of Time: 10 minutes for smaller groups to 25 minutes for larger groups. Length also depends on the amount of time being retrospect.
===Short Description:===
The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement.
===Materials: ===
Marker, flip chart paper.

===Process:===
#Draw a circle on a poster, divide it into 5 sections and write the words "start", "stop", "continue", "more of" and "less of" around each section.
#Ask: What should we start doing that perhaps we haven't done yet? What should we stop doing, that's not contributing or is getting in our way? What is working that we want to continue to do? What should we do more of? Less of?"
#Encourage comments in any category. Clarify what category the comment belongs in, and record the comment (or summary of it) on the poster. Use silence - wait for comments.

'''Variations:''' For large groups (9 or more) doing a retrospective of a large milestone, iteration or whole project: divide into subgroups to focus on one aspect of the iteration or project such as testing, requirements, customer involvement, and so forth. Encourage participants to form cross-functional subgroups (so different roles are represented in each subgroup). Each subgroup creates a poster, as depicted above, in eight minutes. Next, ask everyone to move around the room, reading the various posters silently. All together in a plenary discussion, allow people to speak additions to other wheels (and they are added to the posters). Finally, decide specific actions to take for the next iteration, milestone, or project.

Source: Ellen Gottesdiener, EBG consulting
©2004 Diana Larsen, http://www.futureworksconsulting.com and participants in the Annual Retrospective Facilitators Gathering. Permission granted to reproduce these materials with the copyright data intact.</text>
    <sha1>b04a4c4a4114035c5862dccd30a327eacce50056</sha1>
  </revision>
  <revision>
    <id>70</id>
    <parentid>69</parentid>
    <timestamp>2013-02-25T16:32:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2227" xml:space="preserve">__NOTOC__
===Use:===
Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
Length of Time: 10 minutes for smaller groups to 25 minutes for larger groups. Length also depends on the amount of time being retrospect.
===Short Description:===
The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement.
===Materials: ===
Marker, flip chart paper.

===Process:===
#Draw a circle on a poster, divide it into 5 sections and write the words "start", "stop", "continue", "more of" and "less of" around each section.
#Ask: What should we start doing that perhaps we haven't done yet? What should we stop doing, that's not contributing or is getting in our way? What is working that we want to continue to do? What should we do more of? Less of?"
#Encourage comments in any category. Clarify what category the comment belongs in, and record the comment (or summary of it) on the poster. Use silence - wait for comments.

'''Variations:''' For large groups (9 or more) doing a retrospective of a large milestone, iteration or whole project: divide into subgroups to focus on one aspect of the iteration or project such as testing, requirements, customer involvement, and so forth. Encourage participants to form cross-functional subgroups (so different roles are represented in each subgroup). Each subgroup creates a poster, as depicted above, in eight minutes. Next, ask everyone to move around the room, reading the various posters silently. All together in a plenary discussion, allow people to speak additions to other wheels (and they are added to the posters). Finally, decide specific actions to take for the next iteration, milestone, or project.

Source: Ellen Gottesdiener, EBG consulting
©2004 

Diana Larsen, http://www.futureworksconsulting.com and participants in the Annual Retrospective Facilitators Gathering. Permission granted to reproduce these materials with the copyright data intact.</text>
    <sha1>b61090e100fef418a7eee876de07ea9158e834b7</sha1>
  </revision>
  <revision>
    <id>71</id>
    <parentid>70</parentid>
    <timestamp>2013-02-25T16:32:29Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2234" xml:space="preserve">__NOTOC__
===Use:===
Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
Length of Time: 10 minutes for smaller groups to 25 minutes for larger groups. Length also depends on the amount of time being retrospect.
===Short Description:===
The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement.
===Materials: ===
Marker, flip chart paper.

===Process:===
#Draw a circle on a poster, divide it into 5 sections and write the words "start", "stop", "continue", "more of" and "less of" around each section.
#Ask: What should we start doing that perhaps we haven't done yet? What should we stop doing, that's not contributing or is getting in our way? What is working that we want to continue to do? What should we do more of? Less of?"
#Encourage comments in any category. Clarify what category the comment belongs in, and record the comment (or summary of it) on the poster. Use silence - wait for comments.

'''Variations:''' For large groups (9 or more) doing a retrospective of a large milestone, iteration or whole project: divide into subgroups to focus on one aspect of the iteration or project such as testing, requirements, customer involvement, and so forth. Encourage participants to form cross-functional subgroups (so different roles are represented in each subgroup). Each subgroup creates a poster, as depicted above, in eight minutes. Next, ask everyone to move around the room, reading the various posters silently. All together in a plenary discussion, allow people to speak additions to other wheels (and they are added to the posters). Finally, decide specific actions to take for the next iteration, milestone, or project.


===Source:===
Ellen Gottesdiener, EBG consulting
©2004 

Diana Larsen, http://www.futureworksconsulting.com and participants in the Annual Retrospective Facilitators Gathering. Permission granted to reproduce these materials with the copyright data intact.</text>
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<page arvcontinue="">
  <title>Retrospective plan template</title>
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    <id>74</id>
    <timestamp>2013-02-25T16:34:56Z</timestamp>
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    <comment>Created page with "Please use the following structure when adding a retrospective plan: ===Use:=== The context in which your plan is appropriate (e.g. "when the team is not communicating well") ..."</comment>
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    <text bytes="648" xml:space="preserve">Please use the following structure when adding a retrospective plan:
===Use:===
The context in which your plan is appropriate (e.g. "when the team is not communicating well")
===Length of time:===
Approximate duration of the exercise.
===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
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  </revision>
  <revision>
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    <parentid>74</parentid>
    <timestamp>2013-02-25T16:35:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <text bytes="658" xml:space="preserve">__NOTOC__
Please use the following structure when adding a retrospective plan:
===Use:===
The context in which your plan is appropriate (e.g. "when the team is not communicating well")
===Length of time:===
Approximate duration of the exercise.
===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>9821143261e384a214c6e8c065910d497aa37ebe</sha1>
  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>Each One Meets All</title>
  <ns>0</ns>
  <id>29</id>
  <revision>
    <id>76</id>
    <timestamp>2013-02-25T16:36:22Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "===Use:=== When retrospective participants do not know each other well (e.g., a long project with significant turnover) or when they will have to give each other personal feed..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2841" xml:space="preserve">===Use:===
When retrospective participants do not know each other well (e.g., a long project with significant turnover) or when they will have to give each other personal feedback.
===Length of time:===
The length of time depends on the action that each pair of participants has to do. To calculate the length you have to multiply the time you estimate for one pair action by the number of participants minus one, plus the number of breaks for each participant, that occur with awkward numbers of participants. Additional you have to add the time it takes to build the chair circles. Time = (participants-1+breaks x pair action time) + build circle times
===Short Description:===
The method ensures that each participant meets and interacts with every other participant. I use this method when each participant shall give personal feedback to every other participant.
===Materials:===
One chair for each participant.
===Process:===
'''Preparation:'''

Build an inner circle and an outer circle with the chairs, in the following way: Each chair of the inner circle builds a pair with one chair of the outer circle. The outer circle looks at the center of the circle. The inner circle looks at the outside of the circle. So when the participants sit down, each participant of the inner circle faces exactly one partner of the outer circle.

'''Execution:'''

Start the first pair action, e.g. the inner circle gives feedback to the outer circle and vice versa. After the first pair action is finished, the participants of the outer circle change their places one chair to the right. This is repeated as long as everybody meets his first partner again. Now each member of the inner circle met everybody of the outer circle. Now the group is divided into the group of the inner circle and the group of the outer circle. Each of these two groups builds inner and outer circles in the same way, as the first inner and outer circle was built. From now everything happens recursive: Pair actions, change places, split the groups after each member of the inner circle has met everybody of the outer circle and so on. At the end you have groups of two or three partners. If it is a pairs you need just one last pair action. If it is groups of three partners you still need three rounds of pair actions, each with one of the three having a break. Facilitators’ note: If the beginning number of participants is odd, you have to add one empty chair in the first circle. This can happen in every iteration of splitting the group into new circles. Out of this you can see, that the method works better with specific numbers of participants and it works bad with other numbers. You should consider this always before you use this method.

'''Variations:'''
Can also be accomplished while standing in circles.


===Source:===
Frowin Fatjak, Siemens-Austria</text>
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  </revision>
  <revision>
    <id>77</id>
    <parentid>76</parentid>
    <timestamp>2013-02-25T16:36:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2851" xml:space="preserve">__NOTOC__
===Use:===
When retrospective participants do not know each other well (e.g., a long project with significant turnover) or when they will have to give each other personal feedback.
===Length of time:===
The length of time depends on the action that each pair of participants has to do. To calculate the length you have to multiply the time you estimate for one pair action by the number of participants minus one, plus the number of breaks for each participant, that occur with awkward numbers of participants. Additional you have to add the time it takes to build the chair circles. Time = (participants-1+breaks x pair action time) + build circle times
===Short Description:===
The method ensures that each participant meets and interacts with every other participant. I use this method when each participant shall give personal feedback to every other participant.
===Materials:===
One chair for each participant.
===Process:===
'''Preparation:'''

Build an inner circle and an outer circle with the chairs, in the following way: Each chair of the inner circle builds a pair with one chair of the outer circle. The outer circle looks at the center of the circle. The inner circle looks at the outside of the circle. So when the participants sit down, each participant of the inner circle faces exactly one partner of the outer circle.

'''Execution:'''

Start the first pair action, e.g. the inner circle gives feedback to the outer circle and vice versa. After the first pair action is finished, the participants of the outer circle change their places one chair to the right. This is repeated as long as everybody meets his first partner again. Now each member of the inner circle met everybody of the outer circle. Now the group is divided into the group of the inner circle and the group of the outer circle. Each of these two groups builds inner and outer circles in the same way, as the first inner and outer circle was built. From now everything happens recursive: Pair actions, change places, split the groups after each member of the inner circle has met everybody of the outer circle and so on. At the end you have groups of two or three partners. If it is a pairs you need just one last pair action. If it is groups of three partners you still need three rounds of pair actions, each with one of the three having a break. Facilitators’ note: If the beginning number of participants is odd, you have to add one empty chair in the first circle. This can happen in every iteration of splitting the group into new circles. Out of this you can see, that the method works better with specific numbers of participants and it works bad with other numbers. You should consider this always before you use this method.

'''Variations:'''
Can also be accomplished while standing in circles.


===Source:===
Frowin Fatjak, Siemens-Austria</text>
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</page>
<page arvcontinue="20130225163622|76">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>78</id>
    <parentid>73</parentid>
    <timestamp>2013-02-25T16:37:52Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <text bytes="4168" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|[[6 Thinking Hats Retrospective]]
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|[[Top 5]]
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|[[Plan of Action]]
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|[[Start, Stop, Continue, More of, Less of Wheel]]
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|[[Each One Meets All]]
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|[[The Complexity Retrospective]]
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  <revision>
    <id>85</id>
    <parentid>78</parentid>
    <timestamp>2013-02-25T16:43:37Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4174" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|[[Pillars Of Agile Spiderweb Retrospective]]
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|[[Appreciative Retrospective]]
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|[[Top 5]]
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|[[Plan of Action]]
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|[[Start, Stop, Continue, More of, Less of Wheel]]
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|[[Each One Meets All]]
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|[[The Complexity Retrospective]]
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  </revision>
  <revision>
    <id>86</id>
    <parentid>85</parentid>
    <timestamp>2013-02-25T16:44:21Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4216" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|When retrospective actions are lacking clear executable paths (are too tied to goals)
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  </revision>
  <revision>
    <id>87</id>
    <parentid>86</parentid>
    <timestamp>2013-02-25T16:45:31Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4199" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|Force Field Analysis
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
    <sha1>4d6ffb51fee05ba9033840e5e64f65f43f04bd2e</sha1>
  </revision>
  <revision>
    <id>88</id>
    <parentid>87</parentid>
    <timestamp>2013-02-25T16:48:57Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4207" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[Force Field Analysis]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  </revision>
  <revision>
    <id>89</id>
    <parentid>88</parentid>
    <timestamp>2013-02-25T16:50:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4209" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|Pomodoro Retrospective
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|Retrospective Surgery
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|Questions Retrospective
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|Everyday Retrospective
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|Four L's Retrospective
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|Sailboat
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|Weekly Retrospective Simple + delta
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|Jeopardy Retrospective
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
    <sha1>ca82124b2818bfefd1730b602e4bd8efa1653dcd</sha1>
  </revision>
  <revision>
    <id>92</id>
    <parentid>89</parentid>
    <timestamp>2013-02-25T16:54:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4290" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
    <sha1>10240345ce18acd1486f70bd7513650e7849c662</sha1>
  </revision>
  <revision>
    <id>93</id>
    <parentid>92</parentid>
    <timestamp>2013-02-25T16:54:40Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4289" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|}</text>
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  <title>File:350px-Complexity radar.jpg</title>
  <ns>6</ns>
  <id>30</id>
  <revision>
    <id>79</id>
    <timestamp>2013-02-25T16:39:59Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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<page arvcontinue="20130225163622|76">
  <title>The Complexity Retrospective</title>
  <ns>0</ns>
  <id>31</id>
  <revision>
    <id>80</id>
    <timestamp>2013-02-25T16:40:17Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "===Use:=== When your project is suffering from excessive complexity ===Length of time:=== 40-60 minutes  ===Short Description:=== Many projects go awry due to excessive comple..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3350" xml:space="preserve">===Use:===
When your project is suffering from excessive complexity
===Length of time:===
40-60 minutes

===Short Description:===
Many projects go awry due to excessive complexity; and it's always worth evaluating whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.

I recently lead a retrospective with my team focusing on complexity across all the areas of our project, using a handful of techniques from “Agile Retrospectives - making good teams great” (a must have for every agile team).

===Materials:===
Whiteboard or flipchart, paper &amp; pens.

===Process:===

We structured the hour long retrospective into 5 parts:
#Setting the stage
#Gather data
#Generate Insights
#Decide what to do
#Close / Action plan

The purpose of “Setting the stage” is to get everyone engaged and thinking about the same theme. To do this I reminded people of the actions we had set ourselves from the last retrospective, then asked each person to complete the sentence “If we were a military commando, and our mission was last retrospective’s actions, we would be _______”

Awarded medals Promoted Ready for another mission Court marshalled Dead

I then told the team that, in this retrospective, we would be considering complexity and whether we had too much, or just the right amount, in each of the areas of our project.

To '''gather data''', I drew a complexity radar, with each spoke a different area of complexity. I began by suggesting a couple of generic spoke names (Data model, Workflow), and then got the team to suggest the other areas. Using dot voting, everyone voted as to where they felt we ranked on each spoke, with closer to the centre being just right, and further away being overly complex. Joining the clustered dots produced the following radar map:

[[File:350px-Complexity_radar.jpg]]

To generate insights we used the 5 whys exercise. I asked people to break into groups of 2, preferably cross discipline, and assigned each group 2 of the high ranking spokes. They were then tasked with asking each other “why is &lt;spoke area&gt; complex”, and “why is &lt;answer&gt;?” and so on, until 5 why’s had been asked. The answer to the 5th why was considered the root cause of the complexity, and recorded on a card. As the root cause cards came in, I grouped them, and when everyone was done, read the root cause groups out.
To decide what to do we constructed 2 more histograms, one considering the risk of the root cause, and the other difficulty to address the root cause. I then asked each person to vote which of the 2 root causes had had the highest impact &amp; and which was the least difficult to address. This produced the following histograms:


In conclusion, we then combined the impact &amp; difficulty histograms into the following map


My intention was that the final exercise would make it simple to choose the actions to take forward for the next sprint (basically chose the low hanging fruit - the easiest things to address which had the biggest risk reduction); but there wasn’t a clear winner shown on the graph. Generating actions took a bit more discussion.
We found that this format was a fun and effective way to address the complexity problem.

Hopefully you’ll find running something similar with your own team helpful!

Source: David Laing</text>
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  </revision>
  <revision>
    <id>83</id>
    <parentid>80</parentid>
    <timestamp>2013-02-25T16:41:47Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3432" xml:space="preserve">===Use:===
When your project is suffering from excessive complexity
===Length of time:===
40-60 minutes

===Short Description:===
Many projects go awry due to excessive complexity; and it's always worth evaluating whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.

I recently lead a retrospective with my team focusing on complexity across all the areas of our project, using a handful of techniques from “Agile Retrospectives - making good teams great” (a must have for every agile team).

===Materials:===
Whiteboard or flipchart, paper &amp; pens.

===Process:===

We structured the hour long retrospective into 5 parts:
#Setting the stage
#Gather data
#Generate Insights
#Decide what to do
#Close / Action plan

The purpose of “Setting the stage” is to get everyone engaged and thinking about the same theme. To do this I reminded people of the actions we had set ourselves from the last retrospective, then asked each person to complete the sentence “If we were a military commando, and our mission was last retrospective’s actions, we would be _______”

Awarded medals Promoted Ready for another mission Court marshalled Dead

I then told the team that, in this retrospective, we would be considering complexity and whether we had too much, or just the right amount, in each of the areas of our project.

To '''gather data''', I drew a complexity radar, with each spoke a different area of complexity. I began by suggesting a couple of generic spoke names (Data model, Workflow), and then got the team to suggest the other areas. Using dot voting, everyone voted as to where they felt we ranked on each spoke, with closer to the centre being just right, and further away being overly complex. Joining the clustered dots produced the following radar map:

[[File:350px-Complexity_radar.jpg]]

To generate insights we used the 5 whys exercise. I asked people to break into groups of 2, preferably cross discipline, and assigned each group 2 of the high ranking spokes. They were then tasked with asking each other “why is &lt;spoke area&gt; complex”, and “why is &lt;answer&gt;?” and so on, until 5 why’s had been asked. The answer to the 5th why was considered the root cause of the complexity, and recorded on a card. As the root cause cards came in, I grouped them, and when everyone was done, read the root cause groups out.

To decide what to do we constructed 2 more histograms, one considering the risk of the root cause, and the other difficulty to address the root cause. I then asked each person to vote which of the 2 root causes had had the highest impact &amp; and which was the least difficult to address. This produced the following histograms:

[[File:350px-Impact_risk_histograms.jpg]]

In conclusion, we then combined the impact &amp; difficulty histograms into the following map

[[File:350px-Risk_difficulty_map.jpg]]

My intention was that the final exercise would make it simple to choose the actions to take forward for the next sprint (basically chose the low hanging fruit - the easiest things to address which had the biggest risk reduction); but there wasn’t a clear winner shown on the graph. Generating actions took a bit more discussion.
We found that this format was a fun and effective way to address the complexity problem.

Hopefully you’ll find running something similar with your own team helpful!

Source: David Laing</text>
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  </revision>
  <revision>
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    <parentid>83</parentid>
    <timestamp>2013-02-25T16:42:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="3442" xml:space="preserve">__NOTOC__
===Use:===
When your project is suffering from excessive complexity
===Length of time:===
40-60 minutes

===Short Description:===
Many projects go awry due to excessive complexity; and it's always worth evaluating whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.

I recently lead a retrospective with my team focusing on complexity across all the areas of our project, using a handful of techniques from “Agile Retrospectives - making good teams great” (a must have for every agile team).

===Materials:===
Whiteboard or flipchart, paper &amp; pens.

===Process:===

We structured the hour long retrospective into 5 parts:
#Setting the stage
#Gather data
#Generate Insights
#Decide what to do
#Close / Action plan

The purpose of “Setting the stage” is to get everyone engaged and thinking about the same theme. To do this I reminded people of the actions we had set ourselves from the last retrospective, then asked each person to complete the sentence “If we were a military commando, and our mission was last retrospective’s actions, we would be _______”

Awarded medals Promoted Ready for another mission Court marshalled Dead

I then told the team that, in this retrospective, we would be considering complexity and whether we had too much, or just the right amount, in each of the areas of our project.

To '''gather data''', I drew a complexity radar, with each spoke a different area of complexity. I began by suggesting a couple of generic spoke names (Data model, Workflow), and then got the team to suggest the other areas. Using dot voting, everyone voted as to where they felt we ranked on each spoke, with closer to the centre being just right, and further away being overly complex. Joining the clustered dots produced the following radar map:

[[File:350px-Complexity_radar.jpg]]

To generate insights we used the 5 whys exercise. I asked people to break into groups of 2, preferably cross discipline, and assigned each group 2 of the high ranking spokes. They were then tasked with asking each other “why is &lt;spoke area&gt; complex”, and “why is &lt;answer&gt;?” and so on, until 5 why’s had been asked. The answer to the 5th why was considered the root cause of the complexity, and recorded on a card. As the root cause cards came in, I grouped them, and when everyone was done, read the root cause groups out.

To decide what to do we constructed 2 more histograms, one considering the risk of the root cause, and the other difficulty to address the root cause. I then asked each person to vote which of the 2 root causes had had the highest impact &amp; and which was the least difficult to address. This produced the following histograms:

[[File:350px-Impact_risk_histograms.jpg]]

In conclusion, we then combined the impact &amp; difficulty histograms into the following map

[[File:350px-Risk_difficulty_map.jpg]]

My intention was that the final exercise would make it simple to choose the actions to take forward for the next sprint (basically chose the low hanging fruit - the easiest things to address which had the biggest risk reduction); but there wasn’t a clear winner shown on the graph. Generating actions took a bit more discussion.
We found that this format was a fun and effective way to address the complexity problem.

Hopefully you’ll find running something similar with your own team helpful!

Source: David Laing</text>
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  <title>File:350px-Impact risk histograms.jpg</title>
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  <title>File:350px-Risk difficulty map.jpg</title>
  <ns>6</ns>
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    <timestamp>2013-02-25T16:41:31Z</timestamp>
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<page arvcontinue="20130225163622|76">
  <title>Force Field Analysis</title>
  <ns>0</ns>
  <id>34</id>
  <revision>
    <id>90</id>
    <timestamp>2013-02-25T16:51:37Z</timestamp>
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      <id>1</id>
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    <comment>Created page with "__NOTOC__ ===Use:=== If you have a specific topic you wish to address this is a good technique. Also good for whole department/company retrospectives ===Length of time:=== App..."</comment>
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    <format>text/x-wiki</format>
    <text bytes="2196" xml:space="preserve">__NOTOC__
===Use:===
If you have a specific topic you wish to address this is a good technique. Also good for whole department/company retrospectives
===Length of time:===
Approximately 60 minutes but variable
===Short Description:===
A plan designed around the force field analysis technique
===Materials:===
Whiteboard, pens, flip chart... the usual
===Process:===
Step 1: Pick a topic (in our case an xp/agile practice).
Step 2: Break the team into groups of around three. For us it usually works out to three groups of three and one group of four.
Step 3: Set the timer and give the groups five minutes to list all the supporting/driving factors for the topic. This would be all the things that make it easy to engage in the topic or reasons why it’s important to do the topic.
Step 4: Go around room to each group. Have them give one thing from their list and write it on the board under the driving column. Repeat this until every group has exhausted all of their items.
Step 5: Repeat steps 4 and 5 for inhibiting/restraining factors for the topic. This would be all the things that make it hard to engage in the topic or make the topic difficult to support.
Step 6: Review items on both lists and clarify. Make sure that the collective doesn’t have any additional items to add.
Step 7: Let each person know they have two votes. Read off each item in the driving column and ask for a vote if they think its “strongest” factor for that column. Tally the vote next to the factor. Repeat this for each item.
Step 8: Pick the top two or three items and draw large arrows towards the opposite column. This highlights that this is a quick win to combat the opposite side so increasing/decreasing this factor has the largest win in making the topic successful.
Step 9: Repeat for the Restraining column.
Step 10: Now that you know what is conspiring against you and what is cheering you on in being successful in the topic have a quick brainstorming session (15 minutes or so) on action items you can do to INCREASE the driving factors and DECREASE the restraining factors.

===Source:===
[http://derekneighbors.com/2009/02/agile-retrospective-using-force-field-analysis/ Derek Neighbors]</text>
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  <revision>
    <id>91</id>
    <parentid>90</parentid>
    <timestamp>2013-02-25T16:52:35Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <text bytes="2205" xml:space="preserve">__NOTOC__
===Use:===
If you have a specific topic you wish to address this is a good technique. Also good for whole department/company retrospectives
===Length of time:===
Approximately 60 minutes but variable
===Short Description:===
A plan designed around the force field analysis technique
===Materials:===
Whiteboard, pens, flip chart... the usual
===Process:===
Step 1: Pick a topic (in our case an xp/agile practice).

Step 2: Break the team into groups of around three. For us it usually works out to three groups of three and one group of four.

Step 3: Set the timer and give the groups five minutes to list all the supporting/driving factors for the topic. This would be all the things that make it easy to engage in the topic or reasons why it’s important to do the topic.

Step 4: Go around room to each group. Have them give one thing from their list and write it on the board under the driving column. Repeat this until every group has exhausted all of their items.

Step 5: Repeat steps 4 and 5 for inhibiting/restraining factors for the topic. This would be all the things that make it hard to engage in the topic or make the topic difficult to support.

Step 6: Review items on both lists and clarify. Make sure that the collective doesn’t have any additional items to add.

Step 7: Let each person know they have two votes. Read off each item in the driving column and ask for a vote if they think its “strongest” factor for that column. Tally the vote next to the factor. Repeat this for each item.

Step 8: Pick the top two or three items and draw large arrows towards the opposite column. This highlights that this is a quick win to combat the opposite side so increasing/decreasing this factor has the largest win in making the topic successful.

Step 9: Repeat for the Restraining column.

Step 10: Now that you know what is conspiring against you and what is cheering you on in being successful in the topic have a quick brainstorming session (15 minutes or so) on action items you can do to INCREASE the driving factors and DECREASE the restraining factors.

===Source:===
[http://derekneighbors.com/2009/02/agile-retrospective-using-force-field-analysis/ Derek Neighbors]</text>
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<page arvcontinue="20130225163622|76">
  <title>Pomodoro Retrospective</title>
  <ns>0</ns>
  <id>35</id>
  <revision>
    <id>94</id>
    <timestamp>2013-02-25T16:55:36Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:=== To focus quickly on a single action. Worth trying to reintroduce focus and energy if your retrospectives are getting long and inconclusive ===Length of ti..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1055" xml:space="preserve">__NOTOC__
===Use:=== To focus quickly on a single action. Worth trying to reintroduce focus and energy if your retrospectives are getting long and inconclusive
===Length of time:=== One pomodoro (25 minutes)
===Short Description:=== A retrospective constrained in time by using pomodoro technique.
===Materials:=== Timer, index cards, dot stickers for voting
===Process:===
The pomodoro retrospective is conducted standing up. This keeps things moving and keeps people focused. 25 minutes doesn't provide a lot of scope for variation of activities but we can easily cover our standard format: brainstorming - affinity mapping - dot voting - and agree one action that will improve things ... Ultimately, the challenge I've set myself is to focus these continuous improvement pomodoros on making an improvement that is not borne out of (and therefore constrained by) solving a specific problem. They just focus on making an improvement to get better. (Simon Baker)


===Source:=== Simon Baker [http://www.think-box.co.uk/blog/2009/05/pomodoro-galore.html 1]</text>
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  <revision>
    <id>95</id>
    <parentid>94</parentid>
    <timestamp>2013-02-25T16:56:12Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1061" xml:space="preserve">__NOTOC__
===Use: ===
To focus quickly on a single action. Worth trying to reintroduce focus and energy if your retrospectives are getting long and inconclusive
===Length of time: ===
One pomodoro (25 minutes)
===Short Description: ===
A retrospective constrained in time by using pomodoro technique.
===Materials: === Timer, index cards, dot stickers for voting
===Process: ===
The pomodoro retrospective is conducted standing up. This keeps things moving and keeps people focused. 25 minutes doesn't provide a lot of scope for variation of activities but we can easily cover our standard format: brainstorming - affinity mapping - dot voting - and agree one action that will improve things ... Ultimately, the challenge I've set myself is to focus these continuous improvement pomodoros on making an improvement that is not borne out of (and therefore constrained by) solving a specific problem. They just focus on making an improvement to get better. (Simon Baker)


===Source: === Simon Baker [http://www.think-box.co.uk/blog/2009/05/pomodoro-galore.html 1]</text>
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  <revision>
    <id>96</id>
    <parentid>95</parentid>
    <timestamp>2013-02-25T16:56:37Z</timestamp>
    <contributor>
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      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1059" xml:space="preserve">__NOTOC__
===Use: ===
To focus quickly on a single action. Worth trying to reintroduce focus and energy if your retrospectives are getting long and inconclusive
===Length of time: ===
One pomodoro (25 minutes)
===Short Description: ===
A retrospective constrained in time by using pomodoro technique.
===Materials: ===
Timer, index cards, dot stickers for voting
===Process: ===
The pomodoro retrospective is conducted standing up. This keeps things moving and keeps people focused. 25 minutes doesn't provide a lot of scope for variation of activities but we can easily cover our standard format: brainstorming - affinity mapping - dot voting - and agree one action that will improve things ... Ultimately, the challenge I've set myself is to focus these continuous improvement pomodoros on making an improvement that is not borne out of (and therefore constrained by) solving a specific problem. They just focus on making an improvement to get better. (Simon Baker)
===Source: ===
Simon Baker [http://www.think-box.co.uk/blog/2009/05/pomodoro-galore.html 1]</text>
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</page>
<page arvcontinue="20130225163622|76">
  <title>Retrospective Surgery</title>
  <ns>0</ns>
  <id>36</id>
  <revision>
    <id>97</id>
    <timestamp>2013-02-25T16:58:21Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "An exercise to share retrospective experiences and go away with new ideas and solutions to problems.  The intention is to find out the biggest problems teams face and come up ..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2864" xml:space="preserve">An exercise to share retrospective experiences and go away with new ideas and solutions to problems.

The intention is to find out the biggest problems teams face and come up with “cures” for them. However it also looks at symptoms of good retrospectives and spends some time sharing tools and techniques that can be applied to add some zing and stop them becoming tired and repetitive.

===Exercise 1: Ailments and Cures===
Organise people into teams of 4-6, preferably not with people they usually work with.

Give each team a stack of red post it notes or index cards and ask them to write down any problems they are having with their retrospectives, one per card. Ask people to call out their ailment to their team as they're writing it down.

After a chosen period of time (or when everyone has run out of problems) ask the team to de-duplicate and choose their top x ailments. They are allowed to create new ailments during this time (x determined by how much time you have).

Ask the teams to pass on their chosen ailments to another team and hand each team a stack of green post it notes.
Teams then go through the ailments and discuss 'cures' as group. Each cure is written on a separate post it and stuck to the ailment. They can have as many cures for each ailment as they like.
Collect the output and de-duplicate whilst the participants get on with another exercise. Stick the output up on a flip chart or on the wall

===Exercise 2: Symptoms of good retrospectives===
Ask the groups to discuss the symptoms of a good retrospective. What we're looking for here is not answers like "more effective teams", but tell-tale signs within the retrospective that it is functioning well. Examples may be things such as "everyone contributing", "people talking in turn rather than over each other", "a positive vibe" and so on.

Get the group to record their symptoms on index cards or post-it notes.

After a pre-appointed period collect all the symptoms and de-duplicate whilst the teams get on with the next exercise. Stick the output up on a flip chart or on the wall.

===Exercise 3: Tools, Tips &amp; Tricks===
Lastly, everyone shares techniques they've used effectively in previous retrospectives. This can range from full retrospective plans, small exercises, tips and tricks.

Ask groups to record their output on separate cards providing details to any resources available on the cards. Stick the output up on a flip chart or on the wall.

Take 5 minutes at the end to go through all the output, reading it to the participants and give them some time to inspect the output as well. After the session ensure you record all the output and make it available to the participants.

Finally, add the output the the Agile Retrospective Resource Wiki (if it is not already here)

Source [http://blog.robbowley.net/2008/08/22/retrospective-surgery/ Rob Bowley]</text>
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    <id>98</id>
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    <timestamp>2013-02-25T16:59:13Z</timestamp>
    <contributor>
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    <model>wikitext</model>
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    <text bytes="2878" xml:space="preserve">An exercise to share retrospective experiences and go away with new ideas and solutions to problems.

The intention is to find out the biggest problems teams face and come up with “cures” for them. However it also looks at symptoms of good retrospectives and spends some time sharing tools and techniques that can be applied to add some zing and stop them becoming tired and repetitive.

===Exercise 1: Ailments and Cures===
Organise people into teams of 4-6, preferably not with people they usually work with.

Give each team a stack of red post it notes or index cards and ask them to write down any problems they are having with their retrospectives, one per card. Ask people to call out their ailment to their team as they're writing it down.

After a chosen period of time (or when everyone has run out of problems) ask the team to de-duplicate and choose their top x ailments. They are allowed to create new ailments during this time (x determined by how much time you have).

Ask the teams to pass on their chosen ailments to another team and hand each team a stack of green post it notes.
Teams then go through the ailments and discuss 'cures' as group. Each cure is written on a separate post it and stuck to the ailment. They can have as many cures for each ailment as they like.
Collect the output and de-duplicate whilst the participants get on with another exercise. Stick the output up on a flip chart or on the wall

===Exercise 2: Symptoms of good retrospectives===
Ask the groups to discuss the symptoms of a good retrospective. What we're looking for here is not answers like "more effective teams", but tell-tale signs within the retrospective that it is functioning well. Examples may be things such as "everyone contributing", "people talking in turn rather than over each other", "a positive vibe" and so on.

Get the group to record their symptoms on index cards or post-it notes.

After a pre-appointed period collect all the symptoms and de-duplicate whilst the teams get on with the next exercise. Stick the output up on a flip chart or on the wall.

===Exercise 3: Tools, Tips &amp; Tricks===
Lastly, everyone shares techniques they've used effectively in previous retrospectives. This can range from full retrospective plans, small exercises, tips and tricks.

Ask groups to record their output on separate cards providing details to any resources available on the cards. Stick the output up on a flip chart or on the wall.

Take 5 minutes at the end to go through all the output, reading it to the participants and give them some time to inspect the output as well. After the session ensure you record all the output and make it available to the participants.

'''Finally, add the output the the Agile Retrospective Resource Wiki (if it is not already here)'''

===Source: ===
[http://blog.robbowley.net/2008/08/22/retrospective-surgery/ Rob Bowley]</text>
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  </revision>
  <revision>
    <id>116</id>
    <parentid>98</parentid>
    <timestamp>2013-02-25T20:17:59Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="2888" xml:space="preserve">__NOTOC__
An exercise to share retrospective experiences and go away with new ideas and solutions to problems.

The intention is to find out the biggest problems teams face and come up with “cures” for them. However it also looks at symptoms of good retrospectives and spends some time sharing tools and techniques that can be applied to add some zing and stop them becoming tired and repetitive.

===Exercise 1: Ailments and Cures===
Organise people into teams of 4-6, preferably not with people they usually work with.

Give each team a stack of red post it notes or index cards and ask them to write down any problems they are having with their retrospectives, one per card. Ask people to call out their ailment to their team as they're writing it down.

After a chosen period of time (or when everyone has run out of problems) ask the team to de-duplicate and choose their top x ailments. They are allowed to create new ailments during this time (x determined by how much time you have).

Ask the teams to pass on their chosen ailments to another team and hand each team a stack of green post it notes.
Teams then go through the ailments and discuss 'cures' as group. Each cure is written on a separate post it and stuck to the ailment. They can have as many cures for each ailment as they like.
Collect the output and de-duplicate whilst the participants get on with another exercise. Stick the output up on a flip chart or on the wall

===Exercise 2: Symptoms of good retrospectives===
Ask the groups to discuss the symptoms of a good retrospective. What we're looking for here is not answers like "more effective teams", but tell-tale signs within the retrospective that it is functioning well. Examples may be things such as "everyone contributing", "people talking in turn rather than over each other", "a positive vibe" and so on.

Get the group to record their symptoms on index cards or post-it notes.

After a pre-appointed period collect all the symptoms and de-duplicate whilst the teams get on with the next exercise. Stick the output up on a flip chart or on the wall.

===Exercise 3: Tools, Tips &amp; Tricks===
Lastly, everyone shares techniques they've used effectively in previous retrospectives. This can range from full retrospective plans, small exercises, tips and tricks.

Ask groups to record their output on separate cards providing details to any resources available on the cards. Stick the output up on a flip chart or on the wall.

Take 5 minutes at the end to go through all the output, reading it to the participants and give them some time to inspect the output as well. After the session ensure you record all the output and make it available to the participants.

'''Finally, add the output the the Agile Retrospective Resource Wiki (if it is not already here)'''

===Source: ===
[http://blog.robbowley.net/2008/08/22/retrospective-surgery/ Rob Bowley]</text>
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</page>
<page arvcontinue="20130225163622|76">
  <title>MediaWiki:Sidebar</title>
  <ns>8</ns>
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  <revision>
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    <parentid>55</parentid>
    <timestamp>2013-02-25T17:01:11Z</timestamp>
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      <id>1</id>
    </contributor>
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    <text bytes="285" xml:space="preserve">
* navigation
** Main_Page| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_surgery|Retrospective Surgery
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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  <revision>
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    <timestamp>2013-02-25T20:15:01Z</timestamp>
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      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="328" xml:space="preserve">
* navigation
** Main_Page| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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    <timestamp>2013-02-25T20:19:31Z</timestamp>
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      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="328" xml:space="preserve">
* navigation
** Main_Page| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
    <sha1>85aca0fe89a9fa5c9bf2ea0014539e1a67e28ce0</sha1>
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</page>
<page arvcontinue="20130225163622|76">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>102</id>
    <timestamp>2013-02-25T20:01:12Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues  *[http://nomad8.com/chart-your-happiness/ Happine..."</comment>
    <model>wikitext</model>
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    <text bytes="820" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[Energy Seismograph http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]</text>
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  </revision>
  <revision>
    <id>103</id>
    <parentid>102</parentid>
    <timestamp>2013-02-25T20:01:36Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="820" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]</text>
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  <revision>
    <id>118</id>
    <parentid>103</parentid>
    <timestamp>2013-02-25T20:19:00Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="821" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]</text>
    <sha1>e37b283c7abc073b1262ad47535edadcf9b3909c</sha1>
  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>Tips &amp; tricks</title>
  <ns>0</ns>
  <id>39</id>
  <revision>
    <id>104</id>
    <timestamp>2013-02-25T20:02:53Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "*Split into small groups to narrow down actions (helps with large teams or with quiet members) *Use a space without a table *Have a backlog of retrospective actions with done ..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1120" xml:space="preserve">*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time.
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.</text>
    <sha1>44c856f154808b2778e9043ddb898c6abbb7bc20</sha1>
  </revision>
  <revision>
    <id>117</id>
    <parentid>104</parentid>
    <timestamp>2013-02-25T20:18:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1237" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time.
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.</text>
    <sha1>4163cd8707e43f897bfbcf6b5a4f9685990dd9b7</sha1>
  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>Common ailments &amp; cures</title>
  <ns>0</ns>
  <id>40</id>
  <revision>
    <id>105</id>
    <timestamp>2013-02-25T20:10:36Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "A collection of common problems which occur with retrospectives and suggestions how to resolve them.  If you have an ailment that is not covered please add it at the bottom an..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2960" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them.

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''
'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try Plan Of Action Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to The Prime Directive

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's Six Hats Thinking

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the Appreciative Retrospective Plan</text>
    <sha1>e73cf0e8b0c9ca98d6fc1494b189a425ee8e65d5</sha1>
  </revision>
  <revision>
    <id>106</id>
    <parentid>105</parentid>
    <timestamp>2013-02-25T20:11:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2983" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them.

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try Plan Of Action Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to The Prime Directive

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's [[Six Thinking Hats]] Retrospective

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>8547572e5ac20003953eca2d6e4f596199a53e06</sha1>
  </revision>
  <revision>
    <id>107</id>
    <parentid>106</parentid>
    <timestamp>2013-02-25T20:12:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2987" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them.

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan Of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to The Prime Directive

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's [[Six Thinking Hats]] Retrospective

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>f472953befdbd84aa0f1cc622f4927f74e99f419</sha1>
  </revision>
  <revision>
    <id>108</id>
    <parentid>107</parentid>
    <timestamp>2013-02-25T20:12:34Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2987" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them.

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to The Prime Directive

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's [[Six Thinking Hats]] Retrospective

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>8cbcaef5e38128d237003bd89b763cc2cfb58906</sha1>
  </revision>
  <revision>
    <id>109</id>
    <parentid>108</parentid>
    <timestamp>2013-02-25T20:13:06Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2987" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them.

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to The Prime Directive

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's [[Six Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>5f22a3af9bcfabee800fc22eb3506d93d2a94782</sha1>
  </revision>
  <revision>
    <id>110</id>
    <parentid>109</parentid>
    <timestamp>2013-02-25T20:13:53Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2985" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them.

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to The Prime Directive

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's [[6 Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>10543bc25ad20cdc7449663dac06be5a3e65856a</sha1>
  </revision>
  <revision>
    <id>114</id>
    <parentid>110</parentid>
    <timestamp>2013-02-25T20:16:04Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2989" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them.

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's [[6 Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>c83d71a714c5c4d30fdb747ec1ed3418e0a0c561</sha1>
  </revision>
  <revision>
    <id>115</id>
    <parentid>114</parentid>
    <timestamp>2013-02-25T20:16:40Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3039" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed

----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate
*Try De Bono's [[6 Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>9e89c3ebb102a36649a8853720958871692a9c43</sha1>
  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>The Prime Directive</title>
  <ns>0</ns>
  <id>41</id>
  <revision>
    <id>112</id>
    <timestamp>2013-02-25T20:15:22Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, th..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="294" xml:space="preserve">'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''
--Norm Kerth, Project Retrospectives: A Handbook for Team Reviews</text>
    <sha1>032ef672f8577f09d092bde317476afaa98d6612</sha1>
  </revision>
  <revision>
    <id>113</id>
    <parentid>112</parentid>
    <timestamp>2013-02-25T20:15:38Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="295" xml:space="preserve">'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Reviews</text>
    <sha1>726c2b12e44ed1221ea6239ffac3192dfafedc85</sha1>
  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>Questions Retrospective</title>
  <ns>0</ns>
  <id>42</id>
  <revision>
    <id>120</id>
    <timestamp>2013-02-25T20:23:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use===: A retrospective for a short iteration ===Length Of time:=== 1 hour ===Short description:=== This is a retrospective plan we've adapted over a few iteratio..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2466" xml:space="preserve">__NOTOC__
===Use===:
A retrospective for a short iteration
===Length Of time:===
1 hour
===Short description:===
This is a retrospective plan we've adapted over a few iterations based on "Triple Nickels" in the book Agile Retrospectives. It enables people to get different perspectives on the same events.
===Materials:===
Whiteboard/Flip Chart/Magic Whiteboard, pens, post-its, a piece of A4 paper per team member prepared with questions - see gather data section, a roundish table

===Process===
====1. Setting the stage:====
A standard check - in ask team members to answer with two words a question eg, "How did the sprint go for you"
====2. Gather data:====
Before the retro, prepare sheets of paper for each team member each having a different question on the top, for example:
 In this sprint, what things happened that were unusual?
 In this sprint, what things did we do well?
 In this sprint, what did we do that we should avoid doing in the future?
The questions will be distributed at random to team members.
Divide the space below into (say) 3 sections.
The idea is that each person writes something, then passes the sheet to their left, then writes something on the next sheet, in response to what has previously been written. So a completed sheet by the end will look like:

Question answer 1 of Participant A
Participant B's response to A's answer 1
Participant C's response to what A and B have written
...
answer 2 of Participant A
Participant B's response to A's answer 2
Participant C's response to what A and B have written
...
answer 3 of Participant A
Participant B's response to A's answer 3
Participant C's response to what A and B have written
...

So start a timer, give 3-5 minutes for each round, then instruct the team to pass the paper to their left.
The game ends once the participants have the sheet that they started with.

====3. Generate Insights====
Ask people to quickly read their sheets and write up on post-its the main points. These will be mainly the original answers, but also any other points that cropped up in the later answers. Divide the board into sections according to which original question they were answering. Ask if there are any other answers which people need to express in any of the sections, preferably only one per section. Then group the answers into themes, and dot vote on which area the team want to deal with.
====4. Decide what to do:====
Use the theme picked form 3. to start a circle of questions</text>
    <sha1>d412a13bb72e293456003a66da154a2bc4d7141b</sha1>
  </revision>
  <revision>
    <id>121</id>
    <parentid>120</parentid>
    <timestamp>2013-02-25T20:23:26Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2466" xml:space="preserve">__NOTOC__
===Use:===
A retrospective for a short iteration
===Length Of time:===
1 hour
===Short description:===
This is a retrospective plan we've adapted over a few iterations based on "Triple Nickels" in the book Agile Retrospectives. It enables people to get different perspectives on the same events.
===Materials:===
Whiteboard/Flip Chart/Magic Whiteboard, pens, post-its, a piece of A4 paper per team member prepared with questions - see gather data section, a roundish table

===Process===
====1. Setting the stage:====
A standard check - in ask team members to answer with two words a question eg, "How did the sprint go for you"
====2. Gather data:====
Before the retro, prepare sheets of paper for each team member each having a different question on the top, for example:
 In this sprint, what things happened that were unusual?
 In this sprint, what things did we do well?
 In this sprint, what did we do that we should avoid doing in the future?
The questions will be distributed at random to team members.
Divide the space below into (say) 3 sections.
The idea is that each person writes something, then passes the sheet to their left, then writes something on the next sheet, in response to what has previously been written. So a completed sheet by the end will look like:

Question answer 1 of Participant A
Participant B's response to A's answer 1
Participant C's response to what A and B have written
...
answer 2 of Participant A
Participant B's response to A's answer 2
Participant C's response to what A and B have written
...
answer 3 of Participant A
Participant B's response to A's answer 3
Participant C's response to what A and B have written
...

So start a timer, give 3-5 minutes for each round, then instruct the team to pass the paper to their left.
The game ends once the participants have the sheet that they started with.

====3. Generate Insights====
Ask people to quickly read their sheets and write up on post-its the main points. These will be mainly the original answers, but also any other points that cropped up in the later answers. Divide the board into sections according to which original question they were answering. Ask if there are any other answers which people need to express in any of the sections, preferably only one per section. Then group the answers into themes, and dot vote on which area the team want to deal with.
====4. Decide what to do:====
Use the theme picked form 3. to start a circle of questions</text>
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  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>Everyday Retrospective</title>
  <ns>0</ns>
  <id>43</id>
  <revision>
    <id>122</id>
    <timestamp>2013-02-25T20:26:24Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "__NOTOC__ While the retrospectives listed on this site are very useful I often find that they are individual activities rather than a whole retrospective plan. As such I'm put..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5360" xml:space="preserve">__NOTOC__
While the retrospectives listed on this site are very useful I often find that they are individual activities rather than a whole retrospective plan. As such I'm putting up on here my most simple, fallback plan that I wheel out when I don't have time to prepare anything else. This is also good for when there are new team members or if I can't attend and a non-expert Scrum Master has to facilitate the retrospective.

===Agenda===
Assume starting at 14:00
14:00 - Retrospective Start - 2 Word Check-in
14:10 - Happiness Histogram
14:30 - Good / Bad / Change
15:00 - Dot Voting
15:15 - Identify Goals and Actions
15:45 - Retrospective Close
16:00 - End

My timings are based on a group of about 7 - 9 people who are fairly well versed in what we're trying to do and looking back on a two week sprint.
I think all of the activities are described elsewhere on this website but for convenience here is the way we do it:

===Preparation===
If time allows then draw up the agenda on a flip-chart and ensure it is visible. Also bring the burndown chart and Sprint calendar into the room along with the story cards. Best practice for retrospectives says that having a large conference table int he middle of the group is a big no no but often I find this is unavoidable and doesn't seem to be a huge barrier if it cannot be moved. Obviously if you have access to a room without a large obstacle in the middle then choose that location. Make sure you have got some sticky dots for the voting, if not then the team can vote by placing marker-pen dots but only if you trust them not to vote the wrong number of times!

===Start &amp; 2 Word Check-in===
Ask each member of the team to describe the sprint in two words. With a new team this usually results in a discussion of whether one word is enough or if three words are acceptable. It doesn't really matter but I do usually ask them to try and make it two words. I normally ask people to grab a big pen and write their words on the agenda sheet or on a white board. This means they have to stand up and move around. If we have remote team members e.g. on Skype, then they well us or IM their words and we write them up also.

===Happiness Histogram===
After asking everyone to review the burndown chart and sprint calendar and to remember what happened during the sprint I draw up some axes showing time on the horizontal and happiness on the vertical with neutral in the middle and happy above / sad below the horizontal axis. I put notes on the x axis for significant events e.g. planning, sprint review, and backlog reviews, important meetings, environment failures, branch merges etc. Then everyone draws a line representing how they felt throughout the sprint. If things have gone very badly and there is a senior stakeholder in the room it may be neccessary to ask them to leave while the team anonymously draw their lines. Alternatively we are now fairly relaxed and people tend to provide a running comentary while they draw the line. Whatever works for you.

===Good / Bad / Change===
I think this is also known as Tripple Nickels but since we're based in the UK and don't know what a Nickel is I don't like the name and rarely use it. I put up headings on a board or piece of wall like:
*Good / Bad / Ugly
* What went well / What went badly / What to change
*Happy / Sad / Worrying
I change the titles if we do this on consecutive weeks, as long as they are somethign like that then it is fine. Now the team write up their thoughs on post-it notes or any small sticky bits of paper and put them on the board. If there is a time constraint on the retrospective then here is the place to save time by asking people only to write one note for each column or limit them to a total of 5 notes or something. Anythign that makes them internally prioritise. If time is not a problem then let them post away until all ideas have come out.

Next read aloud all the post-its to the team and group them into clumps where there are duplicates. Let the discussion that arises flow and add any more notes that are thought of that were missed earlier.

===Dot Voting===
When all the ideas are up and de-duped then distribute the sticky dots and let everyone vote. A good number of dots if five but it doesn't really matter. Make sure they know they can vote any way they like e.g. five separate things or all five on their most important one.

===Identify Goals and Actions===
Again depending on how much time is available, or maybe depending on how much your teams workign practices need to change, decide how many topics you have time to cover and slect those with the most dot votes. We usually aim for three. Ask the team to identify a 'Long Term Goal' and a 'Short Term Action' for each topic.
e.g. for a topic of 'Too many broken builds' you might have:
*Long Term Goal - Build is never broken
*Short Term Action - We will write a Code Commit Checklist and everyone will follow it before commiting their code
e.g. for a topic of 'Communication with remote team members' you might have:
*Long Term Goal - Teams are able to operate as though co-located
*Short Term Action - We will set-up a wiki to store centrally our information about the user stories

===Retrospective Close===
To bring things to a close just ask the team how useful they think the retrospective has been and how it could be better next time.</text>
    <sha1>4994f4714dfa94851b14b048009b9fd57d8d2084</sha1>
  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>Four L's Retrospective</title>
  <ns>0</ns>
  <id>44</id>
  <revision>
    <id>123</id>
    <timestamp>2013-02-25T20:28:33Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "===Use:=== Very useful for iteration and project retrospectives as well as for retrospection of training and conference events." ===Length of time:=== 30-60 mins ===Short Desc..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1963" xml:space="preserve">===Use:===
Very useful for iteration and project retrospectives as well as for retrospection of training and conference events."
===Length of time:===
30-60 mins
===Short Description:===
"Many moons ago we wanted some variety in eliciting feedback, collectively sharing that feedback and exploring action possibilities. We decided to create a variation of World Café whereby areas of the room are used to focus on a specific retrospective topic. "
===Materials:===
Post-it notes, flip chart paper, pens etc.
===Process:===
1. Hang four posters, one for each L, around the room, titled appropriately.
2. Ask people to individually jot down what they Liked, Learned, Lacked, and Longed For – one per sticky note. When the time is up (3-4 minutes), they silently place their notes on each poster.
3. Divide the group into four subgroups; assign an “L” poster to each subgroup. They read all the notes, cluster as appropriate and identify themes.
4. Each team reports out on the themes.
5. The entire group decides how they might use the data. For example, ask, “How can we satisfy the ‘lacked’ or ‘longed for’ items?

===Variations you can try===
*Use color stickies, one color per “L”.
*Select a subset of the L’s, but remember the power of “longed for”.
*At step 2: Instead of each person writing their own 4 L’s, split group into 4 teams and assign each team to one of the L’s. Each team collectively identifies, discusses and writes points. (Plan for more time to allow for discussion.) *After posting their items onto their assigned “L” poster, ask teams to rotate to each of the other 3 posters, adding items that occur to them.
*After step 3: Facilitate a “gallery walk around” whereby people walk around and read what’s on the 3 other posters.
===Source:===
[http://web.archive.org/web/20121019225826/http://ebgconsulting.com/blog/the-4l%E2%80%99s-a-retrospective-technique/ EBG Consulting: The Four Ls Retrospective]</text>
    <sha1>70b60c287b9d08609fc3caa6fe08c0f1cb45b021</sha1>
  </revision>
  <revision>
    <id>124</id>
    <parentid>123</parentid>
    <timestamp>2013-02-25T20:28:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1973" xml:space="preserve">__NOTOC__
===Use:===
Very useful for iteration and project retrospectives as well as for retrospection of training and conference events."
===Length of time:===
30-60 mins
===Short Description:===
"Many moons ago we wanted some variety in eliciting feedback, collectively sharing that feedback and exploring action possibilities. We decided to create a variation of World Café whereby areas of the room are used to focus on a specific retrospective topic. "
===Materials:===
Post-it notes, flip chart paper, pens etc.
===Process:===
1. Hang four posters, one for each L, around the room, titled appropriately.
2. Ask people to individually jot down what they Liked, Learned, Lacked, and Longed For – one per sticky note. When the time is up (3-4 minutes), they silently place their notes on each poster.
3. Divide the group into four subgroups; assign an “L” poster to each subgroup. They read all the notes, cluster as appropriate and identify themes.
4. Each team reports out on the themes.
5. The entire group decides how they might use the data. For example, ask, “How can we satisfy the ‘lacked’ or ‘longed for’ items?

===Variations you can try===
*Use color stickies, one color per “L”.
*Select a subset of the L’s, but remember the power of “longed for”.
*At step 2: Instead of each person writing their own 4 L’s, split group into 4 teams and assign each team to one of the L’s. Each team collectively identifies, discusses and writes points. (Plan for more time to allow for discussion.) *After posting their items onto their assigned “L” poster, ask teams to rotate to each of the other 3 posters, adding items that occur to them.
*After step 3: Facilitate a “gallery walk around” whereby people walk around and read what’s on the 3 other posters.
===Source:===
[http://web.archive.org/web/20121019225826/http://ebgconsulting.com/blog/the-4l%E2%80%99s-a-retrospective-technique/ EBG Consulting: The Four Ls Retrospective]</text>
    <sha1>fe6792c456d922fdbe43084df95a757f3d3a26c3</sha1>
  </revision>
</page>
<page arvcontinue="20130225163622|76">
  <title>Sailboat</title>
  <ns>0</ns>
  <id>45</id>
  <revision>
    <id>125</id>
    <timestamp>2013-02-25T20:31:45Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "===Use:=== You can read more about the Sailboat technique from Luke Hohmann's book Innovation Games. Luke also provides a free online tool to do these with distributed teams a..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3474" xml:space="preserve">===Use:===
You can read more about the Sailboat technique from Luke Hohmann's book Innovation Games. Luke also provides a free online tool to do these with distributed teams at www.innovationgames.com (choose Visual Collaboration Games).
===Length of time:===
Usually about 45 minutes to get through data gathering and insight generation.
===Short Description:===
This retrospective technique uses a sailboat as a metaphor for the team. The team identifies anchors (impediments) and wind (positive forces) and chooses an area to improve.
===Materials:===
Either a large white board or a large piece of poster paper. Flip charts can be used, but in my experience are not quite big enough for most teams. They'll work in a pinch. Lots of sticky notes Thick markers
===Process:===
&lt;u&gt;'''Preparation'''&lt;/u&gt;

Not much required, other than having the materials in place. You may wish to pre-draw the sailboat.

&lt;u&gt;'''Introduction'''&lt;/u&gt;

The facilitator draws a large picture of a sailboat floating in the water, with about half of the space above and half below the water/boat. He/she then explains that we're going to use the sailboat as a visual metaphor for the team. On a sailboat, there are things that slow it down (anchors), and things that propel it forward (wind). Just like the sailboat, there are things that slow our team down, and things that propel it forward. The facilitator then asks the team to think of what is anchoring the team down and what is propelling it forward, and to start writing one anchor/wind per sticky note.

&lt;u&gt;'''Gathering Data'''&lt;/u&gt;

Sometimes people will be unsure if they should gather a bunch of stickies and then come up, or just bring them up as soon as they have one. I encourage the latter. As a facilitator, just keep an eye out for the energy in the room - you may need to prompt someone to go ahead and put their items on the board. When the energy starts to die down a bit, give people a fair warning that we'll wrap this part up in a moment. Once you see that everyone is done, get ready for the next step.

&lt;u&gt;'''Generating Insights'''&lt;/u&gt;

Ask the team to come up to the board and group sticky notes that seem related somehow. As they do it, ask them to read the sticky notes out loud. This part is a bit of a self-organizing activity, it may need a bit of facilitation to make sure that people are getting some value out of the grouping and that one person's opinion isn't dominating when creating the groups.
Once the stickies are grouped, ask someone to label the groups. Typically this will result in one or a few large groups of sticky notes, which point out that there maybe a good amount of energy around addressing those items. You may ask someone to read all of the stickies at this point too, just to ensure nothing was overlooked.

&lt;u&gt;'''Choosing what to do'''&lt;/u&gt;

Finally, you can ask team members to "dot vote" for the group or individual sticky they think should be worked on. I typically give everyone three votes, and they are allowed to use them however they please: place all votes on one sticky/group, distribute them around, or even don't use one. You can do this with drafting dots are simply everyone gets a marker and is on their honor to only place three dots. Total up the sticky/group with the most dots, and move into some root cause analysis and proposed changes to make!

===Source:===
The idea started from Luke Hohmann, and over the years has been modified a few times by many in the community.</text>
    <sha1>72e792779ba0c112bfaa70013cc64b4263fd98f7</sha1>
  </revision>
  <revision>
    <id>126</id>
    <parentid>125</parentid>
    <timestamp>2013-02-25T20:31:58Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3484" xml:space="preserve">__NOTOC__
===Use:===
You can read more about the Sailboat technique from Luke Hohmann's book Innovation Games. Luke also provides a free online tool to do these with distributed teams at www.innovationgames.com (choose Visual Collaboration Games).
===Length of time:===
Usually about 45 minutes to get through data gathering and insight generation.
===Short Description:===
This retrospective technique uses a sailboat as a metaphor for the team. The team identifies anchors (impediments) and wind (positive forces) and chooses an area to improve.
===Materials:===
Either a large white board or a large piece of poster paper. Flip charts can be used, but in my experience are not quite big enough for most teams. They'll work in a pinch. Lots of sticky notes Thick markers
===Process:===
&lt;u&gt;'''Preparation'''&lt;/u&gt;

Not much required, other than having the materials in place. You may wish to pre-draw the sailboat.

&lt;u&gt;'''Introduction'''&lt;/u&gt;

The facilitator draws a large picture of a sailboat floating in the water, with about half of the space above and half below the water/boat. He/she then explains that we're going to use the sailboat as a visual metaphor for the team. On a sailboat, there are things that slow it down (anchors), and things that propel it forward (wind). Just like the sailboat, there are things that slow our team down, and things that propel it forward. The facilitator then asks the team to think of what is anchoring the team down and what is propelling it forward, and to start writing one anchor/wind per sticky note.

&lt;u&gt;'''Gathering Data'''&lt;/u&gt;

Sometimes people will be unsure if they should gather a bunch of stickies and then come up, or just bring them up as soon as they have one. I encourage the latter. As a facilitator, just keep an eye out for the energy in the room - you may need to prompt someone to go ahead and put their items on the board. When the energy starts to die down a bit, give people a fair warning that we'll wrap this part up in a moment. Once you see that everyone is done, get ready for the next step.

&lt;u&gt;'''Generating Insights'''&lt;/u&gt;

Ask the team to come up to the board and group sticky notes that seem related somehow. As they do it, ask them to read the sticky notes out loud. This part is a bit of a self-organizing activity, it may need a bit of facilitation to make sure that people are getting some value out of the grouping and that one person's opinion isn't dominating when creating the groups.
Once the stickies are grouped, ask someone to label the groups. Typically this will result in one or a few large groups of sticky notes, which point out that there maybe a good amount of energy around addressing those items. You may ask someone to read all of the stickies at this point too, just to ensure nothing was overlooked.

&lt;u&gt;'''Choosing what to do'''&lt;/u&gt;

Finally, you can ask team members to "dot vote" for the group or individual sticky they think should be worked on. I typically give everyone three votes, and they are allowed to use them however they please: place all votes on one sticky/group, distribute them around, or even don't use one. You can do this with drafting dots are simply everyone gets a marker and is on their honor to only place three dots. Total up the sticky/group with the most dots, and move into some root cause analysis and proposed changes to make!

===Source:===
The idea started from Luke Hohmann, and over the years has been modified a few times by many in the community.</text>
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<page arvcontinue="20130225163622|76">
  <title>Weekly Retrospective Simple + delta</title>
  <ns>0</ns>
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  <revision>
    <id>127</id>
    <timestamp>2013-02-25T20:33:59Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "__NOTOC__ This is a weekly retrospective aimed at bringing any simmering issues to the surface, it is aimed at continuous process improvement, it improves productivity during ..."</comment>
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    <text bytes="1579" xml:space="preserve">__NOTOC__
This is a weekly retrospective aimed at bringing any simmering issues to the surface, it is aimed at continuous process improvement, it improves productivity during the week. The idea is to identify process change, absolutely not a blame game, that attitude must be shut down, and agreement reached as to how this will be run.


DateTime: 12 May 2012, 1pm Minute taker: Paul Tyrrell Chair: Sam Tyrrell

===Step 1 Assign roles===

Identify minute taker and chair, can be a vote, volunteer, Lifo, last in first to minute take.

===Step 2 Review last week===

Review Action status from last weeks retro, absolutely do not solve actions in this time, this is a quick review. 5 min.

===Step 3 Put up Plus Delta columns===

Write on the white board or flip chart two columns, Plus column and Delta Column

===Step 4 Plus Deltas captured from team===

Go round the room each person lists/voices their two Plus for the week past, and their two Delta's, or vote on an existing one. These go up on Whiteboard/Flipchart, no complaining, no recriminations, respectful to other team members.

===Step 5 Acknowledge pluses===

Acknowledge the Pluses

===Step 6 Review &amp; vote===

Review the Delta's each person get's two votes.

===Step 7 Assign Owner to actions===

List top 3 voted Delta's Identify Owner.

===Step 8 Quick wins on actions===

Quick review possible solutions, if no quick solution, leave to Owner to action by next retro

===Step 8 Minute and distrubute===

Minute taker types up minutes post to wiki, and socialise.

===End. Have beer and/or beverage of choice.===</text>
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<page arvcontinue="20130225203437|128">
  <title>Weekly Retrospective Simple + delta</title>
  <ns>0</ns>
  <id>46</id>
  <revision>
    <id>129</id>
    <parentid>127</parentid>
    <timestamp>2013-02-25T20:35:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    <text bytes="1602" xml:space="preserve">__NOTOC__
This is a weekly retrospective aimed at bringing any simmering issues to the surface, it is aimed at continuous process improvement, it improves productivity during the week. The idea is to identify process change, absolutely not a blame game, that attitude must be shut down, and agreement reached as to how this will be run.


DateTime: 12 May 2012, 1pm Minute taker: Paul Tyrrell Chair: Sam Tyrrell
[[File:PlusDelta.jpg]]

===Step 1 Assign roles===

Identify minute taker and chair, can be a vote, volunteer, Lifo, last in first to minute take.

===Step 2 Review last week===

Review Action status from last weeks retro, absolutely do not solve actions in this time, this is a quick review. 5 min.

===Step 3 Put up Plus Delta columns===

Write on the white board or flip chart two columns, Plus column and Delta Column

===Step 4 Plus Deltas captured from team===

Go round the room each person lists/voices their two Plus for the week past, and their two Delta's, or vote on an existing one. These go up on Whiteboard/Flipchart, no complaining, no recriminations, respectful to other team members.

===Step 5 Acknowledge pluses===

Acknowledge the Pluses

===Step 6 Review &amp; vote===

Review the Delta's each person get's two votes.

===Step 7 Assign Owner to actions===

List top 3 voted Delta's Identify Owner.

===Step 8 Quick wins on actions===

Quick review possible solutions, if no quick solution, leave to Owner to action by next retro

===Step 8 Minute and distrubute===

Minute taker types up minutes post to wiki, and socialise.

===End. Have beer and/or beverage of choice.===</text>
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    <id>130</id>
    <parentid>129</parentid>
    <timestamp>2013-02-25T20:35:27Z</timestamp>
    <contributor>
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    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1602" xml:space="preserve">__NOTOC__
This is a weekly retrospective aimed at bringing any simmering issues to the surface, it is aimed at continuous process improvement, it improves productivity during the week. The idea is to identify process change, absolutely not a blame game, that attitude must be shut down, and agreement reached as to how this will be run.

DateTime: 12 May 2012, 1pm Minute taker: Paul Tyrrell Chair: Sam Tyrrell

[[File:PlusDelta.jpg]]

===Step 1 Assign roles===

Identify minute taker and chair, can be a vote, volunteer, Lifo, last in first to minute take.

===Step 2 Review last week===

Review Action status from last weeks retro, absolutely do not solve actions in this time, this is a quick review. 5 min.

===Step 3 Put up Plus Delta columns===

Write on the white board or flip chart two columns, Plus column and Delta Column

===Step 4 Plus Deltas captured from team===

Go round the room each person lists/voices their two Plus for the week past, and their two Delta's, or vote on an existing one. These go up on Whiteboard/Flipchart, no complaining, no recriminations, respectful to other team members.

===Step 5 Acknowledge pluses===

Acknowledge the Pluses

===Step 6 Review &amp; vote===

Review the Delta's each person get's two votes.

===Step 7 Assign Owner to actions===

List top 3 voted Delta's Identify Owner.

===Step 8 Quick wins on actions===

Quick review possible solutions, if no quick solution, leave to Owner to action by next retro

===Step 8 Minute and distrubute===

Minute taker types up minutes post to wiki, and socialise.

===End. Have beer and/or beverage of choice.===</text>
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<page arvcontinue="20130225203437|128">
  <title>File:Jeopardy.jpg</title>
  <ns>6</ns>
  <id>48</id>
  <revision>
    <id>131</id>
    <timestamp>2013-02-25T20:38:47Z</timestamp>
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<page arvcontinue="20130225203437|128">
  <title>Jeopardy Retrospective</title>
  <ns>0</ns>
  <id>49</id>
  <revision>
    <id>132</id>
    <timestamp>2013-02-25T20:39:37Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "===Use===  A different way to "gather data" and to get all different opinions on a subject.  ===Length of time===  60 minutes  ===Short Description===  The facilitator tries t..."</comment>
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    <format>text/x-wiki</format>
    <text bytes="2043" xml:space="preserve">===Use===

A different way to "gather data" and to get all different opinions on a subject.

===Length of time===

60 minutes

===Short Description===

The facilitator tries to gather the data by using the television "Jeopardy" as a base. The meaning is to get some keywords (answers) from your team. Afterwards you will try to get the different opinions by evaluating with your team what the question could be.

===Materials===

A board with different blocks on it and a marker to write.

Example
Answer: Testing
Questions:
What are we not doing enough?
What are we doing thoroughly?
What happens too late?
For the board i used a spreadsheet. The amounts (€100, ...) are there to get more in the ambiance of the game Jeopardy! For the moment they have no purpose

[[File:Jeopardy.jpg]]


The google doc can be found here:
[https://docs.google.com/spreadsheet/ccc?key=0AhqQy-jD_sCydEsxOFk1bWQ3WGpfQjR3c2NzV1c3UWc]

===Process===

====Setting the stage. (5 minutes)====

Explain what the game Jeopardy is. (You only get answers on big board and you try to find the question that belongs to this answer).You ask each team-member to think of ONE word that summarizes a problem or a good thing. The word should be the answer to the question they think of.

====Gather data (20 minutes)====
Now each team-member give you their answer. They don't say the question yet. You write the answer in a box.
When all answers are written on the board, you ask the other team-members to find out what the question could be. Under the box of the answer you write down all the  questions given.
When you notice that no more questions can be found, you ask the person who has given the answer what his original question was. Write it down if not yet given and  highlight it.

====Voting (5 minutes)====

Ask each team-member to write down 3 of the '''questions''' given that they think are the most important.

====Decide what to do (30 minutes)====

Discuss the 3 questions that have the most votes. And try to find a good "Retro-action" for it.

===Source===</text>
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  </revision>
  <revision>
    <id>133</id>
    <parentid>132</parentid>
    <timestamp>2013-02-25T20:40:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <model>wikitext</model>
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    <text bytes="2107" xml:space="preserve">__NOTOC__
===Use===

A different way to "gather data" and to get all different opinions on a subject.

===Length of time===

60 minutes

===Short Description===

The facilitator tries to gather the data by using the television "Jeopardy" as a base. The meaning is to get some keywords (answers) from your team. Afterwards you will try to get the different opinions by evaluating with your team what the question could be.

===Materials===

A board with different blocks on it and a marker to write.

Example
Answer: Testing
Questions:
What are we not doing enough?
What are we doing thoroughly?
What happens too late?
For the board i used a spreadsheet. The amounts (€100, ...) are there to get more in the ambiance of the game Jeopardy! For the moment they have no purpose

[[File:Jeopardy.jpg]]


The google doc can be found here:
[https://docs.google.com/spreadsheet/ccc?key=0AhqQy-jD_sCydEsxOFk1bWQ3WGpfQjR3c2NzV1c3UWc]

===Process===

====Setting the stage. (5 minutes)====

Explain what the game Jeopardy is. (You only get answers on big board and you try to find the question that belongs to this answer).You ask each team-member to think of ONE word that summarizes a problem or a good thing. The word should be the answer to the question they think of.

====Gather data (20 minutes)====
Now each team-member give you their answer. They don't say the question yet. You write the answer in a box.
When all answers are written on the board, you ask the other team-members to find out what the question could be. Under the box of the answer you write down all the  questions given.
When you notice that no more questions can be found, you ask the person who has given the answer what his original question was. Write it down if not yet given and  highlight it.

====Voting (5 minutes)====

Ask each team-member to write down 3 of the '''questions''' given that they think are the most important.

====Decide what to do (30 minutes)====

Discuss the 3 questions that have the most votes. And try to find a good "Retro-action" for it.

===Source===
[http://jeopardyretro.blogspot.co.uk/  Tom Hoornaert]</text>
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<page arvcontinue="20130225203437|128">
  <title>External Resources</title>
  <ns>0</ns>
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    <timestamp>2013-02-25T20:49:18Z</timestamp>
    <contributor>
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    <comment>Created page with "*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just brows..."</comment>
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    <text bytes="902" xml:space="preserve">*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[retrospectives.com]
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RestrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]</text>
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  <revision>
    <id>139</id>
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    <timestamp>2013-02-25T20:49:32Z</timestamp>
    <contributor>
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      <id>1</id>
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    <model>wikitext</model>
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    <text bytes="909" xml:space="preserve">*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://retrospectives.com]
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RestrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]</text>
    <sha1>22962061fea19a3da76df743c9b2b92af6adb95f</sha1>
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  <revision>
    <id>140</id>
    <parentid>139</parentid>
    <timestamp>2013-02-25T20:49:57Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <model>wikitext</model>
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    <text bytes="928" xml:space="preserve">*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://retrospectives.com retrospectives.com]
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RestrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]</text>
    <sha1>4554603a82cd31f9862ad8f516cf4167bfaccc72</sha1>
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  <revision>
    <id>545</id>
    <parentid>140</parentid>
    <timestamp>2013-03-10T13:00:16Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://retrospectives.com retrospectives.com]
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives]
*[http://innovationgames.com/ Innovation Games] by Luke Holmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RestrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]</text>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives]
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RestrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]</text>
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  <title>MediaWiki:Sidebar</title>
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** Main_Page| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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    </contributor>
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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    <parentid>143</parentid>
    <timestamp>2013-02-26T23:11:54Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="380" xml:space="preserve">
** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** External_Resources|External Resources
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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  </revision>
</page>
<page arvcontinue="20130225203437|128">
  <title>User:Rob</title>
  <ns>2</ns>
  <id>251</id>
  <revision>
    <id>455</id>
    <timestamp>2013-02-26T22:23:59Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="490" xml:space="preserve">this is a test oihfae eao[ij re[ij er[oij erb[ojr eb[orkejg [orekg [eorgkjaer[okj[eorgknea[roknv epronreijneapribnerpibn bpin bpri wefef [okmwef[okm ewf[okmwef [woekmf weo[kmwef awe[okmewf awe[okmerg aergo[km erg[okm earg[okm aergokm aergokm aergokm eargo[m kaergo[k maergomk eargokm ergokm ergo[km ergo[km egro[km rsgeokmergsok[m rsgeo[km egrso[ kmegrsokm egr[okmegr[okmesgrokm egrsomegromegrkmegr[okm egrkmkmkmrego [kmerg o[kmokm go[ mom [om [okrm g[okm [o m[okm[om[okm[okm [okm[o m [ mom</text>
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<page arvcontinue="20130225203437|128">
  <title>User talk:Rob</title>
  <ns>3</ns>
  <id>252</id>
  <revision>
    <id>456</id>
    <timestamp>2013-02-26T22:23:59Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 14:23, 26 February 2013 (PST)</text>
    <sha1>1330f2d0eec7738026dbf2e72d53d6e3f3b574f2</sha1>
  </revision>
</page>
<page arvcontinue="20130225203437|128">
  <title>User:Allan kelly</title>
  <ns>2</ns>
  <id>272</id>
  <revision>
    <id>482</id>
    <timestamp>2013-02-27T10:14:27Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="419" xml:space="preserve">Been away from the code face for a long time (too long?) - spend my time on the process/requirements/management side these days; i.e. things that go by the name of "Agile".

Author of "Changing Software Development: Learning to be Agile" (2008) and "Business Patterns for Software Developers" (2012).  Plus too many conference presentations and journal articles.  Blog at blog.allankelly.net and Twitter @allankellynet.</text>
    <sha1>22b4a2f7620e6aff1f2ada934647d05e7aabe672</sha1>
  </revision>
  <revision>
    <id>495</id>
    <parentid>482</parentid>
    <timestamp>2013-02-27T12:45:04Z</timestamp>
    <contributor>
      <username>Allan kelly</username>
      <id>342</id>
    </contributor>
    <comment>Fixing my own links</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="580" xml:space="preserve">Been away from the code face for a long time (too long?) - spend my time on the process/requirements/management side these days; i.e. things that go by the name of "Agile".

Author of "Changing Software Development: Learning to be Agile" (2008) and "Business Patterns for Software Developers" (2012).  Plus too many conference presentations and journal articles.  [http://blog.allankelly.net Allan's blog], [https://twitter.com/allankellynet Twitter @allankellynet] and [http://softwarestrategy.co.uk/allankelly website]

He is the originator of [[Retrospective Dialogue Sheets]].</text>
    <sha1>73057e65654c63df827c8de109c635e2da6bfd41</sha1>
  </revision>
</page>
<page arvcontinue="20130225203437|128">
  <title>User talk:Allan kelly</title>
  <ns>3</ns>
  <id>273</id>
  <revision>
    <id>483</id>
    <timestamp>2013-02-27T10:14:27Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 02:14, 27 February 2013 (PST)</text>
    <sha1>e31b3054eb2633c272034d81803dde97cbab9aef</sha1>
  </revision>
</page>
<page arvcontinue="20130225203437|128">
  <title>Retrospective plan template</title>
  <ns>0</ns>
  <id>28</id>
  <revision>
    <id>484</id>
    <parentid>75</parentid>
    <timestamp>2013-02-27T10:16:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1081" xml:space="preserve">__NOTOC__
==Contribute==
If you've made up and run a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to create an account to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

Please use the following structure when adding a retrospective plan:
===Use:===
The context in which your plan is appropriate (e.g. "when the team is not communicating well")
===Length of time:===
Approximate duration of the exercise.
===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>51a4c66cde56ada593377559bee5c6d23e41b4cd</sha1>
  </revision>
  <revision>
    <id>485</id>
    <parentid>484</parentid>
    <timestamp>2013-02-27T10:16:28Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="884" xml:space="preserve">__NOTOC__
==Contribute==
You will have to create an account to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

Please use the following structure when adding a retrospective plan:
===Use:===
The context in which your plan is appropriate (e.g. "when the team is not communicating well")
===Length of time:===
Approximate duration of the exercise.
===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>d77075d1e1dc48490cc7658318d79178151a6f79</sha1>
  </revision>
  <revision>
    <id>486</id>
    <parentid>485</parentid>
    <timestamp>2013-02-27T10:16:47Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="903" xml:space="preserve">__NOTOC__
==Contribute==
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

Please use the following structure when adding a retrospective plan:
===Use:===
The context in which your plan is appropriate (e.g. "when the team is not communicating well")
===Length of time:===
Approximate duration of the exercise.
===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>e5078d1839fdf7a8ec075fcd22b492d45d7778e7</sha1>
  </revision>
  <revision>
    <id>487</id>
    <parentid>486</parentid>
    <timestamp>2013-02-27T10:17:04Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="913" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
The context in which your plan is appropriate (e.g. "when the team is not communicating well")
===Length of time:===
Approximate duration of the exercise.
===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>93980d6648b4e8ca18a18a9c34ee317526c24d80</sha1>
  </revision>
</page>
<page arvcontinue="20130225203437|128">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>488</id>
    <parentid>118</parentid>
    <timestamp>2013-02-27T12:14:22Z</timestamp>
    <contributor>
      <username>Allan kelly</username>
      <id>342</id>
    </contributor>
    <comment>Adding page for Retrospective Dialogue Sheets</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="856" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[[Retrospective Dialogue Sheets]]</text>
    <sha1>e0288767acb48fd7dbfee879c5cf3e91c6bc19b1</sha1>
  </revision>
</page>
<page arvcontinue="20130225203437|128">
  <title>Retrospective Dialogue Sheets</title>
  <ns>0</ns>
  <id>274</id>
  <revision>
    <id>489</id>
    <timestamp>2013-02-27T12:33:03Z</timestamp>
    <contributor>
      <username>Allan kelly</username>
      <id>342</id>
    </contributor>
    <comment>Added page</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1910" xml:space="preserve">Retrospective Dialogue Sheets are large (A1) sheets of paper printed with instructions and questions for a retrospective.  The sheets can be used to hold retrospectives without a facilitator.  Users of the sheets commonly report:
* Fun and fresh retrospectives
* Increased participation, especially from team members who are normally quieter
* Facilitator does not become focus of attention or act "Team Leader-ish"
* More focus on the work and problems
* Reduced administration and bureaucracy

Although most of the teams using the sheets have some kind of Agile process not all users do.  Some of the sheets are more general.

Sheets have also been used to hold distributed retrospectives with teams in different locations completing them separately and comparing their results.

The sheets are available for free download from [http://www.softwarestrategy.co.uk/dlgsheets/index.html Software Strategy] or [http://www.dialoguesheets.com DialogueSheets.com].

Printing the sheets can present a barrier for those without a wide printer/plotter.  There is a print-on-demand service from the download site but the postage costs can  be expensive.  Local commercial printers can often be quite cheap.

Several articles have been published about the sheets elsewhere:
* [http://www.infoq.com/articles/dialogue-sheets-retrospectives InfoQ, January 2012]
* [http://www.methodsandtools.com/archive/archive.php?id=124 Methods &amp; Tools, Fall 2011]

Dialogue Sheets were originally  invented at KTH in Stockholm and have been used in teaching at Cass Business School in London.  [[Allan Kelly]] used these ideas to produce the Retrospective sheets.  He has [http://allankelly.blogspot.co.uk/search?q=Dialogue+Sheets several blog entries on the sheets too].

Currently all the sheets are in English, some sheets have been translated to Spanish and French and Allan happy to work with others if they wish to translate them.</text>
    <sha1>faa22aa8e0c2dc7eacb48f5413d5be7c2999c026</sha1>
  </revision>
  <revision>
    <id>490</id>
    <parentid>489</parentid>
    <timestamp>2013-02-27T12:33:49Z</timestamp>
    <contributor>
      <username>Allan kelly</username>
      <id>342</id>
    </contributor>
    <comment>Fixed link</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1909" xml:space="preserve">Retrospective Dialogue Sheets are large (A1) sheets of paper printed with instructions and questions for a retrospective.  The sheets can be used to hold retrospectives without a facilitator.  Users of the sheets commonly report:
* Fun and fresh retrospectives
* Increased participation, especially from team members who are normally quieter
* Facilitator does not become focus of attention or act "Team Leader-ish"
* More focus on the work and problems
* Reduced administration and bureaucracy

Although most of the teams using the sheets have some kind of Agile process not all users do.  Some of the sheets are more general.

Sheets have also been used to hold distributed retrospectives with teams in different locations completing them separately and comparing their results.

The sheets are available for free download from [http://www.softwarestrategy.co.uk/dlgsheets/index.html Software Strategy] or [http://www.dialoguesheets.com DialogueSheets.com].

Printing the sheets can present a barrier for those without a wide printer/plotter.  There is a print-on-demand service from the download site but the postage costs can  be expensive.  Local commercial printers can often be quite cheap.

Several articles have been published about the sheets elsewhere:
* [http://www.infoq.com/articles/dialogue-sheets-retrospectives InfoQ, January 2012]
* [http://www.methodsandtools.com/archive/archive.php?id=124 Methods &amp; Tools, Fall 2011]

Dialogue Sheets were originally  invented at KTH in Stockholm and have been used in teaching at Cass Business School in London.  [[Allan_kelly] used these ideas to produce the Retrospective sheets.  He has [http://allankelly.blogspot.co.uk/search?q=Dialogue+Sheets several blog entries on the sheets too].

Currently all the sheets are in English, some sheets have been translated to Spanish and French and Allan happy to work with others if they wish to translate them.</text>
    <sha1>89ef89229d67c56722ac05b3e06553c90ca8db7c</sha1>
  </revision>
  <revision>
    <id>491</id>
    <parentid>490</parentid>
    <timestamp>2013-02-27T12:34:45Z</timestamp>
    <contributor>
      <username>Allan kelly</username>
      <id>342</id>
    </contributor>
    <comment>Fixed link (again)</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1908" xml:space="preserve">Retrospective Dialogue Sheets are large (A1) sheets of paper printed with instructions and questions for a retrospective.  The sheets can be used to hold retrospectives without a facilitator.  Users of the sheets commonly report:
* Fun and fresh retrospectives
* Increased participation, especially from team members who are normally quieter
* Facilitator does not become focus of attention or act "Team Leader-ish"
* More focus on the work and problems
* Reduced administration and bureaucracy

Although most of the teams using the sheets have some kind of Agile process not all users do.  Some of the sheets are more general.

Sheets have also been used to hold distributed retrospectives with teams in different locations completing them separately and comparing their results.

The sheets are available for free download from [http://www.softwarestrategy.co.uk/dlgsheets/index.html Software Strategy] or [http://www.dialoguesheets.com DialogueSheets.com].

Printing the sheets can present a barrier for those without a wide printer/plotter.  There is a print-on-demand service from the download site but the postage costs can  be expensive.  Local commercial printers can often be quite cheap.

Several articles have been published about the sheets elsewhere:
* [http://www.infoq.com/articles/dialogue-sheets-retrospectives InfoQ, January 2012]
* [http://www.methodsandtools.com/archive/archive.php?id=124 Methods &amp; Tools, Fall 2011]

Dialogue Sheets were originally  invented at KTH in Stockholm and have been used in teaching at Cass Business School in London.  [Allan_kelly] used these ideas to produce the Retrospective sheets.  He has [http://allankelly.blogspot.co.uk/search?q=Dialogue+Sheets several blog entries on the sheets too].

Currently all the sheets are in English, some sheets have been translated to Spanish and French and Allan happy to work with others if they wish to translate them.</text>
    <sha1>20768697835c5868dc69f037b8c575c16adffa75</sha1>
  </revision>
  <revision>
    <id>492</id>
    <parentid>491</parentid>
    <timestamp>2013-02-27T12:37:03Z</timestamp>
    <contributor>
      <username>Allan kelly</username>
      <id>342</id>
    </contributor>
    <comment>Fix again...</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1910" xml:space="preserve">Retrospective Dialogue Sheets are large (A1) sheets of paper printed with instructions and questions for a retrospective.  The sheets can be used to hold retrospectives without a facilitator.  Users of the sheets commonly report:
* Fun and fresh retrospectives
* Increased participation, especially from team members who are normally quieter
* Facilitator does not become focus of attention or act "Team Leader-ish"
* More focus on the work and problems
* Reduced administration and bureaucracy

Although most of the teams using the sheets have some kind of Agile process not all users do.  Some of the sheets are more general.

Sheets have also been used to hold distributed retrospectives with teams in different locations completing them separately and comparing their results.

The sheets are available for free download from [http://www.softwarestrategy.co.uk/dlgsheets/index.html Software Strategy] or [http://www.dialoguesheets.com DialogueSheets.com].

Printing the sheets can present a barrier for those without a wide printer/plotter.  There is a print-on-demand service from the download site but the postage costs can  be expensive.  Local commercial printers can often be quite cheap.

Several articles have been published about the sheets elsewhere:
* [http://www.infoq.com/articles/dialogue-sheets-retrospectives InfoQ, January 2012]
* [http://www.methodsandtools.com/archive/archive.php?id=124 Methods &amp; Tools, Fall 2011]

Dialogue Sheets were originally  invented at KTH in Stockholm and have been used in teaching at Cass Business School in London.  [[Allan_kelly]] used these ideas to produce the Retrospective sheets.  He has [http://allankelly.blogspot.co.uk/search?q=Dialogue+Sheets several blog entries on the sheets too].

Currently all the sheets are in English, some sheets have been translated to Spanish and French and Allan happy to work with others if they wish to translate them.</text>
    <sha1>313f88f40f90aa45a11070e2ead809b3b5f8a92a</sha1>
  </revision>
  <revision>
    <id>493</id>
    <parentid>492</parentid>
    <timestamp>2013-02-27T12:40:57Z</timestamp>
    <contributor>
      <username>Allan kelly</username>
      <id>342</id>
    </contributor>
    <comment>Wiki syntax defeats me!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1929" xml:space="preserve">Retrospective Dialogue Sheets are large (A1) sheets of paper printed with instructions and questions for a retrospective.  The sheets can be used to hold retrospectives without a facilitator.  Users of the sheets commonly report:
* Fun and fresh retrospectives
* Increased participation, especially from team members who are normally quieter
* Facilitator does not become focus of attention or act "Team Leader-ish"
* More focus on the work and problems
* Reduced administration and bureaucracy

Although most of the teams using the sheets have some kind of Agile process not all users do.  Some of the sheets are more general.

Sheets have also been used to hold distributed retrospectives with teams in different locations completing them separately and comparing their results.

The sheets are available for free download from [http://www.softwarestrategy.co.uk/dlgsheets/index.html Software Strategy] or [http://www.dialoguesheets.com DialogueSheets.com].

Printing the sheets can present a barrier for those without a wide printer/plotter.  There is a print-on-demand service from the download site but the postage costs can  be expensive.  Local commercial printers can often be quite cheap.

Several articles have been published about the sheets elsewhere:
* [http://www.infoq.com/articles/dialogue-sheets-retrospectives InfoQ, January 2012]
* [http://www.methodsandtools.com/archive/archive.php?id=124 Methods &amp; Tools, Fall 2011]

Dialogue Sheets were originally  invented at KTH in Stockholm and have been used in teaching at Cass Business School in London.  Allan Kelly ([[User:Allan_kelly]]) used these ideas to produce the Retrospective sheets.  He has [http://allankelly.blogspot.co.uk/search?q=Dialogue+Sheets several blog entries on the sheets too].

Currently all the sheets are in English, some sheets have been translated to Spanish and French and Allan happy to work with others if they wish to translate them.</text>
    <sha1>79c8590b9f319e4ac781622f24a076f1862b4fe9</sha1>
  </revision>
</page>
<page arvcontinue="20130225203437|128">
  <title>Plan of Action</title>
  <ns>0</ns>
  <id>26</id>
  <revision>
    <id>499</id>
    <parentid>64</parentid>
    <timestamp>2013-02-28T07:59:24Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3646" xml:space="preserve">__NOTOC__
===Use:===

When retrospective actions are lacking clear executable paths (are too tied to goals)

===Length of time:===
Approximately 40 minutes

===Short Description:===

To solve these problems, ask the team to generate all actions in a specific format, as shown below.

Long-term goal: Have test automation on acceptance-test level

Now-Action: Pete will automate one test using Fit

This format helps the team consider a long-term goal for every action. It also helps them create very concrete actions to move the team a step closer to the long-term goal.

===Materials:===
Index cards, flipchart/whiteboard, pens

===Process:===
The first step in action generation is to have every team member individually generate as many actions as possible. Every action is written in the established format (goal and now-action) and written on an index card. This activity is timeboxed to about ten minutes. 

After the individual actions are generated, we divide the group into pairs. The individuals in each pair explain each other’s actions to each other. The pair selects the most important actions out of their combined actions, trying to limit the total to a handful of actions, for example five. In this phase they can, of course, generate new actions. This activity is also timeboxed, though it’s often finished before the end of the allotted time. 

Next, the pairs join with another pair to form groups of four and repeat the process, this time sharing only the most important actions they selected from the previous activity. The foursome further pares down the chosen actions, to for example four. This process continues until there is a whole team discussion. At that point the team selects the actions that have slowly emerged to be the most important.

At the end of the selection process, write all the actions on one flipchart sheet and hand it over to one of the team members. This sheet is then hung in the team’s workspace as a visual reminder. Those actions not selected can be discarded.

For example, in a retrospective with eight people, the following steps would be taken:

   * 10 min – Individual action generation.
   * 10 min – Pairs select the top five of their shared actions
   * 10 min – Groups of four select the top four of their ten shared actions
   * 10 min – The whole group selects the top three of their eight shared actions

The process is based on having team sizes that are a multiple of two; however, with some creativity it works for any size group. It might mean that in the first step there is one group of three or in the second step one group of six and one group of four. (The calculations did give me and my co-facilitator a headache in a group of around forty.)
The advantage of this action generation technique is that it combines individual action generation with group action generation. It then slowly, step-by-step, creates consensus on the actions. Everyone tends to stay involved in the process mostly because they have all been involved in the process from the beginning. Also by slowly increasing the group sizes, the more silent personalities tend not to be excluded.

While we generate as many actions as we can, we ultimately select only a few, typically three, to be done in the next sprint. Selecting too many actions is a common mistake in action planning. The effect is a loss of focus and a huge amount of time spent on tracking the actions.

'''Source:'''

Modified and reproduced with kind permission of [http://www.odd-e.com/ Bas Vodde] from an article he posted on the Scrum Alliance website [http://www.scrumalliance.org/articles/61-plan-of-action here]</text>
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<page arvcontinue="20130225203437|128">
  <title>User:Annie</title>
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    <comment>Creating user page for new user.</comment>
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    <text bytes="531" xml:space="preserve">Currently Manager - System Analysis 
at CCH Tax, Accounting and Audit (Sherbrooke, Canada) since septembre 1998
• Planning and monitoring system analysis projects (Taxprep, Cantax and Aliform platforms) including understanding stakeholder’s needs process and obtaining approval for product requirement document (PRD) and Lo-Fidelity Design processes.
• Recruiting and evaluation of team members (system analysts and UI designers)
• Suggest and implement improvements for development methods related to our agile initiative.</text>
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  <title>User talk:Annie</title>
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    <contributor>
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    <minor/>
    <comment>Welcome!</comment>
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    <text bytes="278" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 09:13, 7 March 2013 (PST)</text>
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  <title>Rob's guide to effective retrospectives</title>
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    <comment>Created page with "===Be well prepared===  ===Facilitation is a skill===  ===Get someone outside the team to facilitate===  ===Rotate the facilitator role===  ===Achievable actions===  ===Start ..."</comment>
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    <text bytes="247" xml:space="preserve">===Be well prepared===

===Facilitation is a skill===

===Get someone outside the team to facilitate===

===Rotate the facilitator role===

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===</text>
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===Be well prepared===

===Facilitation is a skill===

===Get someone outside the team to facilitate===

===Rotate the facilitator role===

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===</text>
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===Be well prepared===

===Facilitation is a skill===

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to organise and facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for retrospectives from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure that no one feels they're always being driven by one person's agenda

===Get someone outside the team to facilitate===

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===</text>
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===Be well prepared===

===Facilitation is a skill===

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and really easy to do if you have more than one software team

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===</text>
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===Be well prepared===
Not much to say here as it's quite obvious - make sure you've chosen a retrospectisve plan and have all the materials you need

===Facilitation is a skill===

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===</text>
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===Facilitation is a skill===
Something I feel gets regularly overlooked. Making sure the meeting is not being driven by whoever shouts the loudest or 
===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===

===Be well prepared===
 As facilitator, make sure you've chosen a retrospectisve plan and have all the materials you need well before the retrospective is due to start.</text>
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===Facilitation is a skill===
Something I feel gets regularly overlooked. Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===

===Be well prepared===
 As facilitator, make sure you've chosen a retrospectisve plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I've spoken to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] Something I feel gets regularly overlooked. Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. Esther Derby

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The third chapter of Derby and Larson's book "Leading Retrospectives" is a must read for anyone who is going to responsible for an hour or more of 

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The third chapter of Derby and Larson's book above, "Leading Retrospectives" is a must read for anyone who is going to responsible for an hour or more of an entire team's time (which could add up to $1000's in man hours).

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book above are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions===

===Start each retrospective by going through the actions from the previous one===

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [Plan Of Action] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

===Start each retrospective by going through the actions from the previous one===

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm for them from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan Of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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    <timestamp>2013-03-10T12:30:31Z</timestamp>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels they're always being driven by one person's agenda, there are many other side benefits:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan Of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from the other team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of biased facilitators (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan Of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan Of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
    <sha1>5210e47ddfbcb0544e4acba66acb1e08c0add5b8</sha1>
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    <parentid>544</parentid>
    <timestamp>2013-03-10T13:03:42Z</timestamp>
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      <username>Robbowley</username>
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    <model>wikitext</model>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
A big smell I regularly see and hear about is it being one person's job (usually a scrum master or project manager) to facilitate the team's retrospectives. When this is the case you will often find a general lack of engagement or enthusiasm from the rest of the team. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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<page arvcontinue="20130310160849|548">
  <title>External Resources</title>
  <ns>0</ns>
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    <timestamp>2013-03-10T16:08:49Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RestrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]</text>
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  <revision>
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    <timestamp>2013-03-10T16:11:55Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]</text>
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  <revision>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]</text>
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  <revision>
    <id>596</id>
    <parentid>590</parentid>
    <timestamp>2013-07-25T11:35:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]</text>
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  <title>Rob's guide to effective retrospectives</title>
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    <timestamp>2013-03-10T16:22:11Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <comment>/* Rotate the facilitator role */</comment>
    <model>wikitext</model>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see behind this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion. It prevents a team from truly feeling empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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  <revision>
    <id>551</id>
    <parentid>550</parentid>
    <timestamp>2013-03-10T16:24:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    <comment>/* Rotate the facilitator role */</comment>
    <model>wikitext</model>
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    <text bytes="3580" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or just ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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  <revision>
    <id>552</id>
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    <timestamp>2013-03-10T16:25:09Z</timestamp>
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      <username>Robbowley</username>
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    <comment>/* Retrospective facilitation is a skill */</comment>
    <model>wikitext</model>
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    <text bytes="3575" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not and should not mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
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  <revision>
    <id>553</id>
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    <timestamp>2013-03-10T16:31:09Z</timestamp>
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      <username>Robbowley</username>
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    <comment>/* Rotate the facilitator role */</comment>
    <model>wikitext</model>
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    <text bytes="3577" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.

===Be well prepared===
As facilitator, make sure you've chosen a retrospective plan and have all the materials you need well before the retrospective is due to start.</text>
    <sha1>28c3371b9f4511568134b5e7fb7f6776d6dce3f1</sha1>
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  <revision>
    <id>554</id>
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    <timestamp>2013-03-10T16:31:28Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    <model>wikitext</model>
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    <text bytes="3409" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.</text>
    <sha1>9b9c5fe3010984a6553889be769a7d237d3785b9</sha1>
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  <revision>
    <id>555</id>
    <parentid>554</parentid>
    <timestamp>2013-03-10T16:41:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.


====Who is Rob?====
I'm Rob Bowley, the chap that set up the Agile Retrospectives Resource Wiki.</text>
    <sha1>730cf55cfdd2d3c52a38d26f2dcdf0a223b6932e</sha1>
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  <revision>
    <id>556</id>
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    <timestamp>2013-03-10T16:41:50Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    <comment>/* Who is Rob? */</comment>
    <model>wikitext</model>
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    <text bytes="3541" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the chap that set up the Agile Retrospectives Resource Wiki.</text>
    <sha1>3e2fbf5854cfde3638774d712c132d263b766632</sha1>
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  <revision>
    <id>557</id>
    <parentid>556</parentid>
    <timestamp>2013-03-10T16:43:16Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>/* Who is Rob? */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3513" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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  </revision>
</page>
<page arvcontinue="20130310160849|548">
  <title>Tips &amp; tricks</title>
  <ns>0</ns>
  <id>39</id>
  <revision>
    <id>558</id>
    <parentid>117</parentid>
    <timestamp>2013-03-10T16:44:52Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1288" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

'''[[Rob's guide to effective retrospectives]]'''

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time.
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.</text>
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  </revision>
  <revision>
    <id>563</id>
    <parentid>558</parentid>
    <timestamp>2013-03-10T16:48:11Z</timestamp>
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    <text bytes="1237" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time.
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.</text>
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** Rob's guide to effective retrospectives
** The_Prime_Directive|The Prime Directive
** External_Resources|External Resources
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** Rob's guide to effective retrospectives|Rob's guide to effective retrospectives
** The_Prime_Directive|The Prime Directive
** External_Resources|External Resources
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** Rob's Guide to Effective Retrospectives|Rob's Guide to Effective Retrospectives
** The_Prime_Directive|The Prime Directive
** External_Resources|External Resources
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools|Tools
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** External_Resources|External Resources
** Rob's Guide to Effective Retrospectives|Rob's Guide to Effective Retrospectives
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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  <title>Rob's Guide to Effective Retrospectives</title>
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    <comment>Created page with "__NOTOC__ ===Retrospective facilitation is a skill=== I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [htt..."</comment>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (usually a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet (you made above) to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can take more actions away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who run retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet (you made above) to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who facilitate retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one software team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet (you made above) to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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<page arvcontinue="20130310160849|548">
  <title>Retrospective Surgery</title>
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A retrospective about retrospectives!

The intention is to find out the biggest problems teams face and come up with “cures” for them. However it also looks at symptoms of good retrospectives and spends some time sharing tools and techniques that can be applied to add some zing and stop them becoming tired and repetitive.

===Exercise 1: Ailments and Cures===
Organise people into teams of 4-6, preferably not with people they usually work with.

Give each team a stack of red post it notes or index cards and ask them to write down any problems they are having with their retrospectives, one per card. Ask people to call out their ailment to their team as they're writing it down.

After a chosen period of time (or when everyone has run out of problems) ask the team to de-duplicate and choose their top x ailments. They are allowed to create new ailments during this time (x determined by how much time you have).

Ask the teams to pass on their chosen ailments to another team and hand each team a stack of green post it notes.
Teams then go through the ailments and discuss 'cures' as group. Each cure is written on a separate post it and stuck to the ailment. They can have as many cures for each ailment as they like.
Collect the output and de-duplicate whilst the participants get on with another exercise. Stick the output up on a flip chart or on the wall

===Exercise 2: Symptoms of good retrospectives===
Ask the groups to discuss the symptoms of a good retrospective. What we're looking for here is not answers like "more effective teams", but tell-tale signs within the retrospective that it is functioning well. Examples may be things such as "everyone contributing", "people talking in turn rather than over each other", "a positive vibe" and so on.

Get the group to record their symptoms on index cards or post-it notes.

After a pre-appointed period collect all the symptoms and de-duplicate whilst the teams get on with the next exercise. Stick the output up on a flip chart or on the wall.

===Exercise 3: Tools, Tips &amp; Tricks===
Lastly, everyone shares techniques they've used effectively in previous retrospectives. This can range from full retrospective plans, small exercises, tips and tricks.

Ask groups to record their output on separate cards providing details to any resources available on the cards. Stick the output up on a flip chart or on the wall.

Take 5 minutes at the end to go through all the output, reading it to the participants and give them some time to inspect the output as well. After the session ensure you record all the output and make it available to the participants.

'''Finally, add the output the the Agile Retrospective Resource Wiki (if it is not already here)'''

===Source: ===
[http://blog.robbowley.net/2008/08/22/retrospective-surgery/ Rob Bowley]</text>
    <sha1>ca14c0adce0e5f032c66376c147d7d6d4dc212e6</sha1>
  </revision>
</page>
<page arvcontinue="20130310160849|548">
  <title>User:Ben Linders</title>
  <ns>2</ns>
  <id>298</id>
  <revision>
    <id>571</id>
    <timestamp>2013-03-18T09:16:05Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="337" xml:space="preserve">I help organizations with effective software development and management practices: continuous improvement, collaboration and communication, and professional development, to deliver business value to customers. Active member of several networks on Agile, Lean and Quality, and a frequent speaker and writer.

See http://www.benlinders.com</text>
    <sha1>9e8dbdc6892621c652608032bac051f5d3ae0d6a</sha1>
  </revision>
</page>
<page arvcontinue="20130310160849|548">
  <title>User talk:Ben Linders</title>
  <ns>3</ns>
  <id>299</id>
  <revision>
    <id>572</id>
    <timestamp>2013-03-18T09:16:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 02:16, 18 March 2013 (PDT)</text>
    <sha1>1b065edce070e832187e1d7a146b472dec447e50</sha1>
  </revision>
</page>
<page arvcontinue="20130310160849|548">
  <title>User:Sébastien Drouard</title>
  <ns>2</ns>
  <id>300</id>
  <revision>
    <id>573</id>
    <timestamp>2013-04-22T17:07:05Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="71" xml:space="preserve">Currently developper in java environment, and fan of agile methodology.</text>
    <sha1>f7ce0d09cdfbad7c31c1447f136f0981566a1cbf</sha1>
  </revision>
</page>
<page arvcontinue="20130310160849|548">
  <title>User talk:Sébastien Drouard</title>
  <ns>3</ns>
  <id>301</id>
  <revision>
    <id>574</id>
    <timestamp>2013-04-22T17:07:16Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 10:07, 22 April 2013 (PDT)</text>
    <sha1>16c9a7d599929760118f99c7895fad704994170f</sha1>
  </revision>
</page>
<page arvcontinue="20130310160849|548">
  <title>User:Aysuf31g3</title>
  <ns>2</ns>
  <id>302</id>
  <revision>
    <id>575</id>
    <timestamp>2013-04-22T22:37:38Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* halo I why */ new section</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7003" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]</text>
    <sha1>5e3179946e868f4cefe193859609c443b5399e4c</sha1>
  </revision>
  <revision>
    <id>576</id>
    <parentid>575</parentid>
    <timestamp>2013-04-22T22:38:09Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* embezzlement&amp;quot */ new section</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="10427" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]

== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
&lt;p&gt; movies I do not write, are interested can go to have a look [http://chaussuremichaelkors.webnode.fr boutique michael kors], is stuffy, have patience to see down below, I write about topics related to [http://lunettes-de-soleil-roberto-caval.webnode.fr Lunettes de soleil Dolce Gabbana].&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; continued.................Very late [http://paulsmithpascher.monwebeden.fr paul smith pas cher]!&lt;/p&gt;
 [http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve]
 [http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/ http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/]
 [http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589 http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589]</text>
    <sha1>499b00b29ca55adf4d2038221726b0e980abdd1d</sha1>
  </revision>
  <revision>
    <id>577</id>
    <parentid>576</parentid>
    <timestamp>2013-04-22T22:38:58Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* Please add qq */ new section</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="15325" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]

== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
&lt;p&gt; movies I do not write, are interested can go to have a look [http://chaussuremichaelkors.webnode.fr boutique michael kors], is stuffy, have patience to see down below, I write about topics related to [http://lunettes-de-soleil-roberto-caval.webnode.fr Lunettes de soleil Dolce Gabbana].&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; continued.................Very late [http://paulsmithpascher.monwebeden.fr paul smith pas cher]!&lt;/p&gt;
 [http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve]
 [http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/ http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/]
 [http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589 http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589]

== Please add qq ==

Style= &amp;quot;font-size:14px;&amp;quot; said a story the first: 
&lt;br /&gt; a prince fell in love with a princess, the princess told him, if he would be willing to 100 consecutive nights on her balcony, she would accept him.So the Prince did, he was waiting for a day, two days, three days......Until the ninety-ninth day, the prince left.Why the Prince did not insist on the last day?The answer is very impressive: love is not the only one.Wang Ziyong 99 days to prove love, 100th days that dignity.!The son feel the prince himself too seriously, and not all the girls love make trouble out of nothing, I think we should first lay down in front of the love and dignity.If you really love a person you do not care about a person to pay, because you will feel you for her, you are very happy!Net neuropathy, does not mean I really crazy, I am sober!In February 12 Sina micro-blog netizen said: (we are still a little dignity don't want others to think that we are very cheap in front of love)!Force - 
&lt;br /&gt; into the text to the 
&lt;br /&gt;: 
&lt;br /&gt; cannot find the flower leaves butterfly wings, South Lane, I walked along the traces of time, wind, cold face.Is the night time, the dark night under the road ahead, not to look at the marginal.Can not see that day bonus all over the sky, fluttering butterflies.Flying is my tear, dripping on the broken bridge, moist write full vicissitudes of wood.
&lt;br /&gt; 
&lt;br /&gt; will never die, wait for the heart never annihilation.Waiting for you, in a lonely time.The integration of Black Sea in my tears, again from the ocean into a lonely land, see, my obsession still immortal.
&lt;br /&gt; 
&lt;br /&gt; South Bridge night under the eaves, Yan brought desolation.Outside the window the trees, swaying gold time, every time the ups and downs of rhythm, is very touching.Who is listening to the sound of my broken heart.Brilliantly illuminated, light up my gaunt.
&lt;br /&gt; 
&lt;br /&gt; cannot read Saibei wilderness [http://chaussuremichaelkors.webnode.fr boutique michael kors].Perhaps that day, down back to you.I stood at the entrance of the city gate to wait for you, the story is as the play, I dream of the mountain is still, still water, and flowing beneath your feet, but is no longer yesterday river.Love fetters fate once is enough, next season, writing is not funny.Why should I love you...
&lt;br /&gt; 
&lt;br /&gt; scored a season because of loneliness and love you, young [http://anneaux-de-cartier.webnode.fr Boutons de manchettes de Gucci], young me.Lonely perceived rampant, your silence will be attracted to me.Gaze of love, in the dim light.At that time, I love you, just because of loneliness.At that time, my beauty, give you.However, on the top of the hill there is spread when lonely, the wind light, thin clouds.You put a carved into the bone marrow, my eye drops, is infatuated.
&lt;br /&gt; 
&lt;br /&gt; spring to return soon after the annihilation, the language is not goodbye, just to meet.The past is the tragedy, endless road, continued.
&lt;br /&gt; 
&lt;br /&gt; left me enjoy fireworks fly all over the sky, escaped the crash.I was peeling off of the soul, like the falling petals, you can see, the dark stars [http://ed-hardy-prezzi.webnode.it ed hardy vendita], beautiful is accelerated aging time.At this time, a light drizzle, that is my tear.
&lt;br /&gt; 
&lt;br /&gt; after swaying on the wind piaoyuan.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, too.Snowflakes like a never healing around the white scar, the tears, can suddenly into ice, frozen in a certain space-time.Cold, I want you to add a coat, tell you, my thoughts.
&lt;br /&gt; 
&lt;br /&gt; watching the lake, East view.Eyes closed, water blossom of white Hibiscus actually.Twist a cuff flowers, sewing into years of waiting, the next time you open, the nose is my cry, miss.
&lt;br /&gt; 
&lt;br /&gt; the water moon as snow, fingertips the melting.Outline your in the mind [http://bon-plan-converse.webnode.fr basket converse montantes], in the dead of night [http://converseamericanflag.webnode.fr basket converse femme pas cher], hold your gentle, only to find all entirely unreal, like a bubble [http://solde-lunettes-de-soleil-celine.webnode.fr Lunettes de soleil Oakley pas cher].Those who wait to fish for the moon in the water, absurd.Those verses, layer upon layer, in a long time, piled into a world can not shake the mountain.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, and remember your face.
&lt;br /&gt; 
&lt;br /&gt; if no goodbye, Bai Causeway willow shade cry several times 
&lt;br /&gt; Hello! I'm Li Shaowei welcome!Please add qq:502451 as a friend!To facilitate the next visit the space!
 [http://www.perfecttease.com/node/5#comment-82684 http://www.perfecttease.com/node/5#comment-82684]
 [http://www.cnhost8.net/bluehost-manual-web-hosting-features/ http://www.cnhost8.net/bluehost-manual-web-hosting-features/]
 [http://abledating.abk-soft.com/events_view.php?eid=6372908 http://abledating.abk-soft.com/events_view.php?eid=6372908]</text>
    <sha1>bb1b42ed3a79a5561ba965b573a631899ebb561b</sha1>
  </revision>
  <revision>
    <id>578</id>
    <parentid>577</parentid>
    <timestamp>2013-04-22T22:40:03Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* I alone a person standing in the middle of the city of */ new section</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="16786" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]

== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
&lt;p&gt; movies I do not write, are interested can go to have a look [http://chaussuremichaelkors.webnode.fr boutique michael kors], is stuffy, have patience to see down below, I write about topics related to [http://lunettes-de-soleil-roberto-caval.webnode.fr Lunettes de soleil Dolce Gabbana].&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; continued.................Very late [http://paulsmithpascher.monwebeden.fr paul smith pas cher]!&lt;/p&gt;
 [http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve]
 [http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/ http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/]
 [http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589 http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589]

== Please add qq ==

Style= &amp;quot;font-size:14px;&amp;quot; said a story the first: 
&lt;br /&gt; a prince fell in love with a princess, the princess told him, if he would be willing to 100 consecutive nights on her balcony, she would accept him.So the Prince did, he was waiting for a day, two days, three days......Until the ninety-ninth day, the prince left.Why the Prince did not insist on the last day?The answer is very impressive: love is not the only one.Wang Ziyong 99 days to prove love, 100th days that dignity.!The son feel the prince himself too seriously, and not all the girls love make trouble out of nothing, I think we should first lay down in front of the love and dignity.If you really love a person you do not care about a person to pay, because you will feel you for her, you are very happy!Net neuropathy, does not mean I really crazy, I am sober!In February 12 Sina micro-blog netizen said: (we are still a little dignity don't want others to think that we are very cheap in front of love)!Force - 
&lt;br /&gt; into the text to the 
&lt;br /&gt;: 
&lt;br /&gt; cannot find the flower leaves butterfly wings, South Lane, I walked along the traces of time, wind, cold face.Is the night time, the dark night under the road ahead, not to look at the marginal.Can not see that day bonus all over the sky, fluttering butterflies.Flying is my tear, dripping on the broken bridge, moist write full vicissitudes of wood.
&lt;br /&gt; 
&lt;br /&gt; will never die, wait for the heart never annihilation.Waiting for you, in a lonely time.The integration of Black Sea in my tears, again from the ocean into a lonely land, see, my obsession still immortal.
&lt;br /&gt; 
&lt;br /&gt; South Bridge night under the eaves, Yan brought desolation.Outside the window the trees, swaying gold time, every time the ups and downs of rhythm, is very touching.Who is listening to the sound of my broken heart.Brilliantly illuminated, light up my gaunt.
&lt;br /&gt; 
&lt;br /&gt; cannot read Saibei wilderness [http://chaussuremichaelkors.webnode.fr boutique michael kors].Perhaps that day, down back to you.I stood at the entrance of the city gate to wait for you, the story is as the play, I dream of the mountain is still, still water, and flowing beneath your feet, but is no longer yesterday river.Love fetters fate once is enough, next season, writing is not funny.Why should I love you...
&lt;br /&gt; 
&lt;br /&gt; scored a season because of loneliness and love you, young [http://anneaux-de-cartier.webnode.fr Boutons de manchettes de Gucci], young me.Lonely perceived rampant, your silence will be attracted to me.Gaze of love, in the dim light.At that time, I love you, just because of loneliness.At that time, my beauty, give you.However, on the top of the hill there is spread when lonely, the wind light, thin clouds.You put a carved into the bone marrow, my eye drops, is infatuated.
&lt;br /&gt; 
&lt;br /&gt; spring to return soon after the annihilation, the language is not goodbye, just to meet.The past is the tragedy, endless road, continued.
&lt;br /&gt; 
&lt;br /&gt; left me enjoy fireworks fly all over the sky, escaped the crash.I was peeling off of the soul, like the falling petals, you can see, the dark stars [http://ed-hardy-prezzi.webnode.it ed hardy vendita], beautiful is accelerated aging time.At this time, a light drizzle, that is my tear.
&lt;br /&gt; 
&lt;br /&gt; after swaying on the wind piaoyuan.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, too.Snowflakes like a never healing around the white scar, the tears, can suddenly into ice, frozen in a certain space-time.Cold, I want you to add a coat, tell you, my thoughts.
&lt;br /&gt; 
&lt;br /&gt; watching the lake, East view.Eyes closed, water blossom of white Hibiscus actually.Twist a cuff flowers, sewing into years of waiting, the next time you open, the nose is my cry, miss.
&lt;br /&gt; 
&lt;br /&gt; the water moon as snow, fingertips the melting.Outline your in the mind [http://bon-plan-converse.webnode.fr basket converse montantes], in the dead of night [http://converseamericanflag.webnode.fr basket converse femme pas cher], hold your gentle, only to find all entirely unreal, like a bubble [http://solde-lunettes-de-soleil-celine.webnode.fr Lunettes de soleil Oakley pas cher].Those who wait to fish for the moon in the water, absurd.Those verses, layer upon layer, in a long time, piled into a world can not shake the mountain.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, and remember your face.
&lt;br /&gt; 
&lt;br /&gt; if no goodbye, Bai Causeway willow shade cry several times 
&lt;br /&gt; Hello! I'm Li Shaowei welcome!Please add qq:502451 as a friend!To facilitate the next visit the space!
 [http://www.perfecttease.com/node/5#comment-82684 http://www.perfecttease.com/node/5#comment-82684]
 [http://www.cnhost8.net/bluehost-manual-web-hosting-features/ http://www.cnhost8.net/bluehost-manual-web-hosting-features/]
 [http://abledating.abk-soft.com/events_view.php?eid=6372908 http://abledating.abk-soft.com/events_view.php?eid=6372908]

== I alone a person standing in the middle of the city of ==

Style= &amp;quot [http://ensemblesalledebain.webnode.fr Robinetterie lavabo et vasque grossiste];font-size:14px [http://edhardyvendita.webnode.it ed hardy prezzi];&amp;quot [http://scarpe-asics.webnode.it scarpe donne Lacoste stivali]; &amp;gt [http://sac-en-cuir-vanessa-bruno.webnode.fr vanessa bruno cuir]; 
&lt;p&gt; gray day dim and dark &lt;br /&gt; hiding in a corner of the heart very sad &lt;br /&gt; thought we had loved &lt;br /&gt; every time memories tears in &lt;br /&gt; I alone a person standing in the middle of the city of &lt;br /&gt; that is looking for you in the place &lt;br /&gt; knew that we become so &lt;br /&gt; had pain why not share &lt;br /&gt; I pay you for I hurt &lt;br /&gt; love heart love despair &lt;br /&gt; your heart like ice &lt;br /&gt; I love how to bear you cold injury &lt;br /&gt; for you to pay me for I hurt &lt;br /&gt; pain completely pain heart cool &lt;br /&gt; my heart like a broken &lt;br /&gt; you love how have the heart to hurt my chest &lt;br /&gt; you love how the heart to hurt &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;br /&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://gelisi.co/forum.php?mod=viewthread&amp;tid=4448119 http://gelisi.co/forum.php?mod=viewthread&amp;tid=4448119]
 [http://www.masonworld.com/making-money-on-the-web/niche-site-case-study/ http://www.masonworld.com/making-money-on-the-web/niche-site-case-study/]
 [http://www.wzyjr.cn/forum.php?mod=viewthread&amp;tid=537113&amp;extra= http://www.wzyjr.cn/forum.php?mod=viewthread&amp;tid=537113&amp;extra=]</text>
    <sha1>0a261181f1fc7e2348199c0924fa7afaed089e4a</sha1>
  </revision>
  <revision>
    <id>579</id>
    <parentid>578</parentid>
    <timestamp>2013-04-22T22:40:44Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* font-size */ new section</comment>
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    <text bytes="17810" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]

== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
&lt;p&gt; movies I do not write, are interested can go to have a look [http://chaussuremichaelkors.webnode.fr boutique michael kors], is stuffy, have patience to see down below, I write about topics related to [http://lunettes-de-soleil-roberto-caval.webnode.fr Lunettes de soleil Dolce Gabbana].&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; continued.................Very late [http://paulsmithpascher.monwebeden.fr paul smith pas cher]!&lt;/p&gt;
 [http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve]
 [http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/ http://blog.sunnyislesmiamirealestate.com/sunny-isles-real-estate/miami-existing-homes-a-condo-sales-up-in-february/]
 [http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589 http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589]

== Please add qq ==

Style= &amp;quot;font-size:14px;&amp;quot; said a story the first: 
&lt;br /&gt; a prince fell in love with a princess, the princess told him, if he would be willing to 100 consecutive nights on her balcony, she would accept him.So the Prince did, he was waiting for a day, two days, three days......Until the ninety-ninth day, the prince left.Why the Prince did not insist on the last day?The answer is very impressive: love is not the only one.Wang Ziyong 99 days to prove love, 100th days that dignity.!The son feel the prince himself too seriously, and not all the girls love make trouble out of nothing, I think we should first lay down in front of the love and dignity.If you really love a person you do not care about a person to pay, because you will feel you for her, you are very happy!Net neuropathy, does not mean I really crazy, I am sober!In February 12 Sina micro-blog netizen said: (we are still a little dignity don't want others to think that we are very cheap in front of love)!Force - 
&lt;br /&gt; into the text to the 
&lt;br /&gt;: 
&lt;br /&gt; cannot find the flower leaves butterfly wings, South Lane, I walked along the traces of time, wind, cold face.Is the night time, the dark night under the road ahead, not to look at the marginal.Can not see that day bonus all over the sky, fluttering butterflies.Flying is my tear, dripping on the broken bridge, moist write full vicissitudes of wood.
&lt;br /&gt; 
&lt;br /&gt; will never die, wait for the heart never annihilation.Waiting for you, in a lonely time.The integration of Black Sea in my tears, again from the ocean into a lonely land, see, my obsession still immortal.
&lt;br /&gt; 
&lt;br /&gt; South Bridge night under the eaves, Yan brought desolation.Outside the window the trees, swaying gold time, every time the ups and downs of rhythm, is very touching.Who is listening to the sound of my broken heart.Brilliantly illuminated, light up my gaunt.
&lt;br /&gt; 
&lt;br /&gt; cannot read Saibei wilderness [http://chaussuremichaelkors.webnode.fr boutique michael kors].Perhaps that day, down back to you.I stood at the entrance of the city gate to wait for you, the story is as the play, I dream of the mountain is still, still water, and flowing beneath your feet, but is no longer yesterday river.Love fetters fate once is enough, next season, writing is not funny.Why should I love you...
&lt;br /&gt; 
&lt;br /&gt; scored a season because of loneliness and love you, young [http://anneaux-de-cartier.webnode.fr Boutons de manchettes de Gucci], young me.Lonely perceived rampant, your silence will be attracted to me.Gaze of love, in the dim light.At that time, I love you, just because of loneliness.At that time, my beauty, give you.However, on the top of the hill there is spread when lonely, the wind light, thin clouds.You put a carved into the bone marrow, my eye drops, is infatuated.
&lt;br /&gt; 
&lt;br /&gt; spring to return soon after the annihilation, the language is not goodbye, just to meet.The past is the tragedy, endless road, continued.
&lt;br /&gt; 
&lt;br /&gt; left me enjoy fireworks fly all over the sky, escaped the crash.I was peeling off of the soul, like the falling petals, you can see, the dark stars [http://ed-hardy-prezzi.webnode.it ed hardy vendita], beautiful is accelerated aging time.At this time, a light drizzle, that is my tear.
&lt;br /&gt; 
&lt;br /&gt; after swaying on the wind piaoyuan.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, too.Snowflakes like a never healing around the white scar, the tears, can suddenly into ice, frozen in a certain space-time.Cold, I want you to add a coat, tell you, my thoughts.
&lt;br /&gt; 
&lt;br /&gt; watching the lake, East view.Eyes closed, water blossom of white Hibiscus actually.Twist a cuff flowers, sewing into years of waiting, the next time you open, the nose is my cry, miss.
&lt;br /&gt; 
&lt;br /&gt; the water moon as snow, fingertips the melting.Outline your in the mind [http://bon-plan-converse.webnode.fr basket converse montantes], in the dead of night [http://converseamericanflag.webnode.fr basket converse femme pas cher], hold your gentle, only to find all entirely unreal, like a bubble [http://solde-lunettes-de-soleil-celine.webnode.fr Lunettes de soleil Oakley pas cher].Those who wait to fish for the moon in the water, absurd.Those verses, layer upon layer, in a long time, piled into a world can not shake the mountain.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, and remember your face.
&lt;br /&gt; 
&lt;br /&gt; if no goodbye, Bai Causeway willow shade cry several times 
&lt;br /&gt; Hello! I'm Li Shaowei welcome!Please add qq:502451 as a friend!To facilitate the next visit the space!
 [http://www.perfecttease.com/node/5#comment-82684 http://www.perfecttease.com/node/5#comment-82684]
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== I alone a person standing in the middle of the city of ==

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&lt;p&gt; gray day dim and dark &lt;br /&gt; hiding in a corner of the heart very sad &lt;br /&gt; thought we had loved &lt;br /&gt; every time memories tears in &lt;br /&gt; I alone a person standing in the middle of the city of &lt;br /&gt; that is looking for you in the place &lt;br /&gt; knew that we become so &lt;br /&gt; had pain why not share &lt;br /&gt; I pay you for I hurt &lt;br /&gt; love heart love despair &lt;br /&gt; your heart like ice &lt;br /&gt; I love how to bear you cold injury &lt;br /&gt; for you to pay me for I hurt &lt;br /&gt; pain completely pain heart cool &lt;br /&gt; my heart like a broken &lt;br /&gt; you love how have the heart to hurt my chest &lt;br /&gt; you love how the heart to hurt &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;br /&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://gelisi.co/forum.php?mod=viewthread&amp;tid=4448119 http://gelisi.co/forum.php?mod=viewthread&amp;tid=4448119]
 [http://www.masonworld.com/making-money-on-the-web/niche-site-case-study/ http://www.masonworld.com/making-money-on-the-web/niche-site-case-study/]
 [http://www.wzyjr.cn/forum.php?mod=viewthread&amp;tid=537113&amp;extra= http://www.wzyjr.cn/forum.php?mod=viewthread&amp;tid=537113&amp;extra=]

== font-size ==

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&lt;p&gt; watched you go stubborn head also don't return &lt;br /&gt; I should save each time &lt;br /&gt; is run and chase &lt;br /&gt; what are you tired not tired &lt;br /&gt; why love becomes a suffer &lt;br /&gt; give up and regret &lt;br /&gt; if you feel there is no so-called &lt;br /&gt; let me love to recover &lt;/p&gt;
 [http://tmanime.com/bubu/2007/12/admission-of-guilt.html#comments http://tmanime.com/bubu/2007/12/admission-of-guilt.html#comments]
 [http://nutrihealthadvantage.com/index.php?option=com_blog&amp;view=comments&amp;pid=460678&amp;Itemid=0 http://nutrihealthadvantage.com/index.php?option=com_blog&amp;view=comments&amp;pid=460678&amp;Itemid=0]
 [http://www.sysxzd.com/forum.php?mod=viewthread&amp;tid=658883 http://www.sysxzd.com/forum.php?mod=viewthread&amp;tid=658883]</text>
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  </revision>
  <revision>
    <id>580</id>
    <parentid>579</parentid>
    <timestamp>2013-04-22T22:41:35Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* his loneliness is a born beauty */ new section</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="20797" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]

== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
&lt;p&gt; movies I do not write, are interested can go to have a look [http://chaussuremichaelkors.webnode.fr boutique michael kors], is stuffy, have patience to see down below, I write about topics related to [http://lunettes-de-soleil-roberto-caval.webnode.fr Lunettes de soleil Dolce Gabbana].&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; continued.................Very late [http://paulsmithpascher.monwebeden.fr paul smith pas cher]!&lt;/p&gt;
 [http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve http://ovglife.com/blogs/entry/finished-the-dinner-on-New-Year-s-Eve]
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 [http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589 http://www.successful-women.net/bbs/home.php?mod=space&amp;uid=807004&amp;do=blog&amp;id=617589]

== Please add qq ==

Style= &amp;quot;font-size:14px;&amp;quot; said a story the first: 
&lt;br /&gt; a prince fell in love with a princess, the princess told him, if he would be willing to 100 consecutive nights on her balcony, she would accept him.So the Prince did, he was waiting for a day, two days, three days......Until the ninety-ninth day, the prince left.Why the Prince did not insist on the last day?The answer is very impressive: love is not the only one.Wang Ziyong 99 days to prove love, 100th days that dignity.!The son feel the prince himself too seriously, and not all the girls love make trouble out of nothing, I think we should first lay down in front of the love and dignity.If you really love a person you do not care about a person to pay, because you will feel you for her, you are very happy!Net neuropathy, does not mean I really crazy, I am sober!In February 12 Sina micro-blog netizen said: (we are still a little dignity don't want others to think that we are very cheap in front of love)!Force - 
&lt;br /&gt; into the text to the 
&lt;br /&gt;: 
&lt;br /&gt; cannot find the flower leaves butterfly wings, South Lane, I walked along the traces of time, wind, cold face.Is the night time, the dark night under the road ahead, not to look at the marginal.Can not see that day bonus all over the sky, fluttering butterflies.Flying is my tear, dripping on the broken bridge, moist write full vicissitudes of wood.
&lt;br /&gt; 
&lt;br /&gt; will never die, wait for the heart never annihilation.Waiting for you, in a lonely time.The integration of Black Sea in my tears, again from the ocean into a lonely land, see, my obsession still immortal.
&lt;br /&gt; 
&lt;br /&gt; South Bridge night under the eaves, Yan brought desolation.Outside the window the trees, swaying gold time, every time the ups and downs of rhythm, is very touching.Who is listening to the sound of my broken heart.Brilliantly illuminated, light up my gaunt.
&lt;br /&gt; 
&lt;br /&gt; cannot read Saibei wilderness [http://chaussuremichaelkors.webnode.fr boutique michael kors].Perhaps that day, down back to you.I stood at the entrance of the city gate to wait for you, the story is as the play, I dream of the mountain is still, still water, and flowing beneath your feet, but is no longer yesterday river.Love fetters fate once is enough, next season, writing is not funny.Why should I love you...
&lt;br /&gt; 
&lt;br /&gt; scored a season because of loneliness and love you, young [http://anneaux-de-cartier.webnode.fr Boutons de manchettes de Gucci], young me.Lonely perceived rampant, your silence will be attracted to me.Gaze of love, in the dim light.At that time, I love you, just because of loneliness.At that time, my beauty, give you.However, on the top of the hill there is spread when lonely, the wind light, thin clouds.You put a carved into the bone marrow, my eye drops, is infatuated.
&lt;br /&gt; 
&lt;br /&gt; spring to return soon after the annihilation, the language is not goodbye, just to meet.The past is the tragedy, endless road, continued.
&lt;br /&gt; 
&lt;br /&gt; left me enjoy fireworks fly all over the sky, escaped the crash.I was peeling off of the soul, like the falling petals, you can see, the dark stars [http://ed-hardy-prezzi.webnode.it ed hardy vendita], beautiful is accelerated aging time.At this time, a light drizzle, that is my tear.
&lt;br /&gt; 
&lt;br /&gt; after swaying on the wind piaoyuan.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, too.Snowflakes like a never healing around the white scar, the tears, can suddenly into ice, frozen in a certain space-time.Cold, I want you to add a coat, tell you, my thoughts.
&lt;br /&gt; 
&lt;br /&gt; watching the lake, East view.Eyes closed, water blossom of white Hibiscus actually.Twist a cuff flowers, sewing into years of waiting, the next time you open, the nose is my cry, miss.
&lt;br /&gt; 
&lt;br /&gt; the water moon as snow, fingertips the melting.Outline your in the mind [http://bon-plan-converse.webnode.fr basket converse montantes], in the dead of night [http://converseamericanflag.webnode.fr basket converse femme pas cher], hold your gentle, only to find all entirely unreal, like a bubble [http://solde-lunettes-de-soleil-celine.webnode.fr Lunettes de soleil Oakley pas cher].Those who wait to fish for the moon in the water, absurd.Those verses, layer upon layer, in a long time, piled into a world can not shake the mountain.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, and remember your face.
&lt;br /&gt; 
&lt;br /&gt; if no goodbye, Bai Causeway willow shade cry several times 
&lt;br /&gt; Hello! I'm Li Shaowei welcome!Please add qq:502451 as a friend!To facilitate the next visit the space!
 [http://www.perfecttease.com/node/5#comment-82684 http://www.perfecttease.com/node/5#comment-82684]
 [http://www.cnhost8.net/bluehost-manual-web-hosting-features/ http://www.cnhost8.net/bluehost-manual-web-hosting-features/]
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== I alone a person standing in the middle of the city of ==

Style= &amp;quot [http://ensemblesalledebain.webnode.fr Robinetterie lavabo et vasque grossiste];font-size:14px [http://edhardyvendita.webnode.it ed hardy prezzi];&amp;quot [http://scarpe-asics.webnode.it scarpe donne Lacoste stivali]; &amp;gt [http://sac-en-cuir-vanessa-bruno.webnode.fr vanessa bruno cuir]; 
&lt;p&gt; gray day dim and dark &lt;br /&gt; hiding in a corner of the heart very sad &lt;br /&gt; thought we had loved &lt;br /&gt; every time memories tears in &lt;br /&gt; I alone a person standing in the middle of the city of &lt;br /&gt; that is looking for you in the place &lt;br /&gt; knew that we become so &lt;br /&gt; had pain why not share &lt;br /&gt; I pay you for I hurt &lt;br /&gt; love heart love despair &lt;br /&gt; your heart like ice &lt;br /&gt; I love how to bear you cold injury &lt;br /&gt; for you to pay me for I hurt &lt;br /&gt; pain completely pain heart cool &lt;br /&gt; my heart like a broken &lt;br /&gt; you love how have the heart to hurt my chest &lt;br /&gt; you love how the heart to hurt &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;br /&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://gelisi.co/forum.php?mod=viewthread&amp;tid=4448119 http://gelisi.co/forum.php?mod=viewthread&amp;tid=4448119]
 [http://www.masonworld.com/making-money-on-the-web/niche-site-case-study/ http://www.masonworld.com/making-money-on-the-web/niche-site-case-study/]
 [http://www.wzyjr.cn/forum.php?mod=viewthread&amp;tid=537113&amp;extra= http://www.wzyjr.cn/forum.php?mod=viewthread&amp;tid=537113&amp;extra=]

== font-size ==

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&lt;p&gt; watched you go stubborn head also don't return &lt;br /&gt; I should save each time &lt;br /&gt; is run and chase &lt;br /&gt; what are you tired not tired &lt;br /&gt; why love becomes a suffer &lt;br /&gt; give up and regret &lt;br /&gt; if you feel there is no so-called &lt;br /&gt; let me love to recover &lt;/p&gt;
 [http://tmanime.com/bubu/2007/12/admission-of-guilt.html#comments http://tmanime.com/bubu/2007/12/admission-of-guilt.html#comments]
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 [http://www.sysxzd.com/forum.php?mod=viewthread&amp;tid=658883 http://www.sysxzd.com/forum.php?mod=viewthread&amp;tid=658883]

== his loneliness is a born beauty ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;br /&gt; afraid of leaving 
&lt;br /&gt;
&lt;br /&gt; at the end of the semester, parting season [http://costoconverse.webs.com converse negozi]. Two months is not long [http://chemisehogan.monwebeden.fr chemise burberry], but still can let a person suffocate.
&lt;br /&gt; 
&lt;br /&gt; don't want to say too much, listen too much. I'm afraid I moved, then we regret, for reunion and looking forward to the.
&lt;br /&gt; 
&lt;br /&gt; does, I love, I love.
&lt;br /&gt; 
&lt;br /&gt; silence, perhaps is the effective way to avoid the sad, don't know, don't like, there can be no parting hearts. Sometimes it is really contradictory. No wonder people say, is a combination of many contradictions, the real life sense and sensibility | ideal and reality sometimes really far too far.
&lt;br /&gt; 
&lt;br /&gt; often persuade themselves become stronger become generous, but I never seem to reach the &amp;quot;farewell to the next reunion&amp;quot; this realm. Maybe it's because I'm possessive, always want people around me always in their surrounding [http://occhialidasolemarcjacobs.webs.com occhiali da sole Marc Jacobs].
&lt;br /&gt; 
&lt;br /&gt; create a great sensation &amp;lt; Japan Tokyo Love Story &amp;gt; at the end, let me sigh. Three years later, when Rika and permanent tail accidentally met in the street, look back the story does not end, Rika still smile. &amp;quot;I no regrets&amp;quot; parting, just smiled and said quietly. &amp;quot;We just met in the street is notVery good? &amp;quot;, a solid step towards the swelling crowd.
&lt;br /&gt; 
&lt;br /&gt; probably is her last words, the final figure, gave me the deepest feelings of.
&lt;br /&gt; everyone has their own pursuit, have their own ideal. Like her she has its own life circle. The permanent end of life space.
&lt;br /&gt; his loneliness is a born beauty, heavy also has unique charm, the colorful life, because life is not perfect. The truths all understand, but just can't get rid of the parting of the fear of.
&lt;br /&gt; 
&lt;br /&gt; hope in the years of the mold, learn to grow up slowly. Br&amp;gt; 
&lt;br /&gt; 
&lt;br /&gt;
&lt;br /&gt; requires &amp;nbsp; to pay the price 
&lt;br /&gt; plum blossom come from the bitter cold; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt; the life of calm and stability [http://cravatehommelv.webnode.fr cravate homme Gucci], and not some pain and sorrow is a lucky and happy 
&lt;br /&gt; life, is an eternal wealth of..&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://robezara.webnode.fr Robes Soldes France]; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://poloburberrypascher.monwebeden.fr polo burberry pas cher]; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt;;
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 [http://122.96.27.11:8081/mydz/forum.php?mod=viewthread&amp;tid=1667128 http://122.96.27.11:8081/mydz/forum.php?mod=viewthread&amp;tid=1667128]
 [http://ipublish.no/forum/topic.php?id=2279698#post-2368970 http://ipublish.no/forum/topic.php?id=2279698#post-2368970]</text>
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    <id>581</id>
    <parentid>580</parentid>
    <timestamp>2013-04-22T22:42:43Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* Style= &amp;quot */ new section</comment>
    <model>wikitext</model>
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    <text bytes="21925" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]

== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
&lt;p&gt; movies I do not write, are interested can go to have a look [http://chaussuremichaelkors.webnode.fr boutique michael kors], is stuffy, have patience to see down below, I write about topics related to [http://lunettes-de-soleil-roberto-caval.webnode.fr Lunettes de soleil Dolce Gabbana].&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; continued.................Very late [http://paulsmithpascher.monwebeden.fr paul smith pas cher]!&lt;/p&gt;
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== Please add qq ==

Style= &amp;quot;font-size:14px;&amp;quot; said a story the first: 
&lt;br /&gt; a prince fell in love with a princess, the princess told him, if he would be willing to 100 consecutive nights on her balcony, she would accept him.So the Prince did, he was waiting for a day, two days, three days......Until the ninety-ninth day, the prince left.Why the Prince did not insist on the last day?The answer is very impressive: love is not the only one.Wang Ziyong 99 days to prove love, 100th days that dignity.!The son feel the prince himself too seriously, and not all the girls love make trouble out of nothing, I think we should first lay down in front of the love and dignity.If you really love a person you do not care about a person to pay, because you will feel you for her, you are very happy!Net neuropathy, does not mean I really crazy, I am sober!In February 12 Sina micro-blog netizen said: (we are still a little dignity don't want others to think that we are very cheap in front of love)!Force - 
&lt;br /&gt; into the text to the 
&lt;br /&gt;: 
&lt;br /&gt; cannot find the flower leaves butterfly wings, South Lane, I walked along the traces of time, wind, cold face.Is the night time, the dark night under the road ahead, not to look at the marginal.Can not see that day bonus all over the sky, fluttering butterflies.Flying is my tear, dripping on the broken bridge, moist write full vicissitudes of wood.
&lt;br /&gt; 
&lt;br /&gt; will never die, wait for the heart never annihilation.Waiting for you, in a lonely time.The integration of Black Sea in my tears, again from the ocean into a lonely land, see, my obsession still immortal.
&lt;br /&gt; 
&lt;br /&gt; South Bridge night under the eaves, Yan brought desolation.Outside the window the trees, swaying gold time, every time the ups and downs of rhythm, is very touching.Who is listening to the sound of my broken heart.Brilliantly illuminated, light up my gaunt.
&lt;br /&gt; 
&lt;br /&gt; cannot read Saibei wilderness [http://chaussuremichaelkors.webnode.fr boutique michael kors].Perhaps that day, down back to you.I stood at the entrance of the city gate to wait for you, the story is as the play, I dream of the mountain is still, still water, and flowing beneath your feet, but is no longer yesterday river.Love fetters fate once is enough, next season, writing is not funny.Why should I love you...
&lt;br /&gt; 
&lt;br /&gt; scored a season because of loneliness and love you, young [http://anneaux-de-cartier.webnode.fr Boutons de manchettes de Gucci], young me.Lonely perceived rampant, your silence will be attracted to me.Gaze of love, in the dim light.At that time, I love you, just because of loneliness.At that time, my beauty, give you.However, on the top of the hill there is spread when lonely, the wind light, thin clouds.You put a carved into the bone marrow, my eye drops, is infatuated.
&lt;br /&gt; 
&lt;br /&gt; spring to return soon after the annihilation, the language is not goodbye, just to meet.The past is the tragedy, endless road, continued.
&lt;br /&gt; 
&lt;br /&gt; left me enjoy fireworks fly all over the sky, escaped the crash.I was peeling off of the soul, like the falling petals, you can see, the dark stars [http://ed-hardy-prezzi.webnode.it ed hardy vendita], beautiful is accelerated aging time.At this time, a light drizzle, that is my tear.
&lt;br /&gt; 
&lt;br /&gt; after swaying on the wind piaoyuan.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, too.Snowflakes like a never healing around the white scar, the tears, can suddenly into ice, frozen in a certain space-time.Cold, I want you to add a coat, tell you, my thoughts.
&lt;br /&gt; 
&lt;br /&gt; watching the lake, East view.Eyes closed, water blossom of white Hibiscus actually.Twist a cuff flowers, sewing into years of waiting, the next time you open, the nose is my cry, miss.
&lt;br /&gt; 
&lt;br /&gt; the water moon as snow, fingertips the melting.Outline your in the mind [http://bon-plan-converse.webnode.fr basket converse montantes], in the dead of night [http://converseamericanflag.webnode.fr basket converse femme pas cher], hold your gentle, only to find all entirely unreal, like a bubble [http://solde-lunettes-de-soleil-celine.webnode.fr Lunettes de soleil Oakley pas cher].Those who wait to fish for the moon in the water, absurd.Those verses, layer upon layer, in a long time, piled into a world can not shake the mountain.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, and remember your face.
&lt;br /&gt; 
&lt;br /&gt; if no goodbye, Bai Causeway willow shade cry several times 
&lt;br /&gt; Hello! I'm Li Shaowei welcome!Please add qq:502451 as a friend!To facilitate the next visit the space!
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== I alone a person standing in the middle of the city of ==

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&lt;p&gt; gray day dim and dark &lt;br /&gt; hiding in a corner of the heart very sad &lt;br /&gt; thought we had loved &lt;br /&gt; every time memories tears in &lt;br /&gt; I alone a person standing in the middle of the city of &lt;br /&gt; that is looking for you in the place &lt;br /&gt; knew that we become so &lt;br /&gt; had pain why not share &lt;br /&gt; I pay you for I hurt &lt;br /&gt; love heart love despair &lt;br /&gt; your heart like ice &lt;br /&gt; I love how to bear you cold injury &lt;br /&gt; for you to pay me for I hurt &lt;br /&gt; pain completely pain heart cool &lt;br /&gt; my heart like a broken &lt;br /&gt; you love how have the heart to hurt my chest &lt;br /&gt; you love how the heart to hurt &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;br /&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
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== font-size ==

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&lt;p&gt; watched you go stubborn head also don't return &lt;br /&gt; I should save each time &lt;br /&gt; is run and chase &lt;br /&gt; what are you tired not tired &lt;br /&gt; why love becomes a suffer &lt;br /&gt; give up and regret &lt;br /&gt; if you feel there is no so-called &lt;br /&gt; let me love to recover &lt;/p&gt;
 [http://tmanime.com/bubu/2007/12/admission-of-guilt.html#comments http://tmanime.com/bubu/2007/12/admission-of-guilt.html#comments]
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== his loneliness is a born beauty ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;br /&gt; afraid of leaving 
&lt;br /&gt;
&lt;br /&gt; at the end of the semester, parting season [http://costoconverse.webs.com converse negozi]. Two months is not long [http://chemisehogan.monwebeden.fr chemise burberry], but still can let a person suffocate.
&lt;br /&gt; 
&lt;br /&gt; don't want to say too much, listen too much. I'm afraid I moved, then we regret, for reunion and looking forward to the.
&lt;br /&gt; 
&lt;br /&gt; does, I love, I love.
&lt;br /&gt; 
&lt;br /&gt; silence, perhaps is the effective way to avoid the sad, don't know, don't like, there can be no parting hearts. Sometimes it is really contradictory. No wonder people say, is a combination of many contradictions, the real life sense and sensibility | ideal and reality sometimes really far too far.
&lt;br /&gt; 
&lt;br /&gt; often persuade themselves become stronger become generous, but I never seem to reach the &amp;quot;farewell to the next reunion&amp;quot; this realm. Maybe it's because I'm possessive, always want people around me always in their surrounding [http://occhialidasolemarcjacobs.webs.com occhiali da sole Marc Jacobs].
&lt;br /&gt; 
&lt;br /&gt; create a great sensation &amp;lt; Japan Tokyo Love Story &amp;gt; at the end, let me sigh. Three years later, when Rika and permanent tail accidentally met in the street, look back the story does not end, Rika still smile. &amp;quot;I no regrets&amp;quot; parting, just smiled and said quietly. &amp;quot;We just met in the street is notVery good? &amp;quot;, a solid step towards the swelling crowd.
&lt;br /&gt; 
&lt;br /&gt; probably is her last words, the final figure, gave me the deepest feelings of.
&lt;br /&gt; everyone has their own pursuit, have their own ideal. Like her she has its own life circle. The permanent end of life space.
&lt;br /&gt; his loneliness is a born beauty, heavy also has unique charm, the colorful life, because life is not perfect. The truths all understand, but just can't get rid of the parting of the fear of.
&lt;br /&gt; 
&lt;br /&gt; hope in the years of the mold, learn to grow up slowly. Br&amp;gt; 
&lt;br /&gt; 
&lt;br /&gt;
&lt;br /&gt; requires &amp;nbsp; to pay the price 
&lt;br /&gt; plum blossom come from the bitter cold; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt; the life of calm and stability [http://cravatehommelv.webnode.fr cravate homme Gucci], and not some pain and sorrow is a lucky and happy 
&lt;br /&gt; life, is an eternal wealth of..&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://robezara.webnode.fr Robes Soldes France]; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://poloburberrypascher.monwebeden.fr polo burberry pas cher]; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt;;
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 [http://122.96.27.11:8081/mydz/forum.php?mod=viewthread&amp;tid=1667128 http://122.96.27.11:8081/mydz/forum.php?mod=viewthread&amp;tid=1667128]
 [http://ipublish.no/forum/topic.php?id=2279698#post-2368970 http://ipublish.no/forum/topic.php?id=2279698#post-2368970]

== Style= &amp;quot ==

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 [http://51xuezi.com/forum.php?mod=viewthread&amp;tid=891527 http://51xuezi.com/forum.php?mod=viewthread&amp;tid=891527]</text>
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  </revision>
  <revision>
    <id>582</id>
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    <timestamp>2013-04-22T22:43:33Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* font-size */ new section</comment>
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    <text bytes="22923" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
&lt;p&gt;&amp;nbsp; December 2, 2010 21 15&amp;nbsp; &amp;nbsp [http://spacciopaulsmith.tumblr.com paul smith prezzi]; QQ. 99481000 QQ 509626 copyright pseudonym: silly joy ugly chic &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
 [http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273 http://bbs.suncity8118.com/forum.php?mod=viewthread&amp;tid=2065273]
 [http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments http://geekblog.oneandoneis2.org/index.php/2006/06/01/reviewed_to_death#comments]
 [http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944 http://www.51holiday.com/bbs/forum.php?mod=viewthread&amp;tid=1865944]

== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
&lt;p&gt; movies I do not write, are interested can go to have a look [http://chaussuremichaelkors.webnode.fr boutique michael kors], is stuffy, have patience to see down below, I write about topics related to [http://lunettes-de-soleil-roberto-caval.webnode.fr Lunettes de soleil Dolce Gabbana].&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; continued.................Very late [http://paulsmithpascher.monwebeden.fr paul smith pas cher]!&lt;/p&gt;
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== Please add qq ==

Style= &amp;quot;font-size:14px;&amp;quot; said a story the first: 
&lt;br /&gt; a prince fell in love with a princess, the princess told him, if he would be willing to 100 consecutive nights on her balcony, she would accept him.So the Prince did, he was waiting for a day, two days, three days......Until the ninety-ninth day, the prince left.Why the Prince did not insist on the last day?The answer is very impressive: love is not the only one.Wang Ziyong 99 days to prove love, 100th days that dignity.!The son feel the prince himself too seriously, and not all the girls love make trouble out of nothing, I think we should first lay down in front of the love and dignity.If you really love a person you do not care about a person to pay, because you will feel you for her, you are very happy!Net neuropathy, does not mean I really crazy, I am sober!In February 12 Sina micro-blog netizen said: (we are still a little dignity don't want others to think that we are very cheap in front of love)!Force - 
&lt;br /&gt; into the text to the 
&lt;br /&gt;: 
&lt;br /&gt; cannot find the flower leaves butterfly wings, South Lane, I walked along the traces of time, wind, cold face.Is the night time, the dark night under the road ahead, not to look at the marginal.Can not see that day bonus all over the sky, fluttering butterflies.Flying is my tear, dripping on the broken bridge, moist write full vicissitudes of wood.
&lt;br /&gt; 
&lt;br /&gt; will never die, wait for the heart never annihilation.Waiting for you, in a lonely time.The integration of Black Sea in my tears, again from the ocean into a lonely land, see, my obsession still immortal.
&lt;br /&gt; 
&lt;br /&gt; South Bridge night under the eaves, Yan brought desolation.Outside the window the trees, swaying gold time, every time the ups and downs of rhythm, is very touching.Who is listening to the sound of my broken heart.Brilliantly illuminated, light up my gaunt.
&lt;br /&gt; 
&lt;br /&gt; cannot read Saibei wilderness [http://chaussuremichaelkors.webnode.fr boutique michael kors].Perhaps that day, down back to you.I stood at the entrance of the city gate to wait for you, the story is as the play, I dream of the mountain is still, still water, and flowing beneath your feet, but is no longer yesterday river.Love fetters fate once is enough, next season, writing is not funny.Why should I love you...
&lt;br /&gt; 
&lt;br /&gt; scored a season because of loneliness and love you, young [http://anneaux-de-cartier.webnode.fr Boutons de manchettes de Gucci], young me.Lonely perceived rampant, your silence will be attracted to me.Gaze of love, in the dim light.At that time, I love you, just because of loneliness.At that time, my beauty, give you.However, on the top of the hill there is spread when lonely, the wind light, thin clouds.You put a carved into the bone marrow, my eye drops, is infatuated.
&lt;br /&gt; 
&lt;br /&gt; spring to return soon after the annihilation, the language is not goodbye, just to meet.The past is the tragedy, endless road, continued.
&lt;br /&gt; 
&lt;br /&gt; left me enjoy fireworks fly all over the sky, escaped the crash.I was peeling off of the soul, like the falling petals, you can see, the dark stars [http://ed-hardy-prezzi.webnode.it ed hardy vendita], beautiful is accelerated aging time.At this time, a light drizzle, that is my tear.
&lt;br /&gt; 
&lt;br /&gt; after swaying on the wind piaoyuan.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, too.Snowflakes like a never healing around the white scar, the tears, can suddenly into ice, frozen in a certain space-time.Cold, I want you to add a coat, tell you, my thoughts.
&lt;br /&gt; 
&lt;br /&gt; watching the lake, East view.Eyes closed, water blossom of white Hibiscus actually.Twist a cuff flowers, sewing into years of waiting, the next time you open, the nose is my cry, miss.
&lt;br /&gt; 
&lt;br /&gt; the water moon as snow, fingertips the melting.Outline your in the mind [http://bon-plan-converse.webnode.fr basket converse montantes], in the dead of night [http://converseamericanflag.webnode.fr basket converse femme pas cher], hold your gentle, only to find all entirely unreal, like a bubble [http://solde-lunettes-de-soleil-celine.webnode.fr Lunettes de soleil Oakley pas cher].Those who wait to fish for the moon in the water, absurd.Those verses, layer upon layer, in a long time, piled into a world can not shake the mountain.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, and remember your face.
&lt;br /&gt; 
&lt;br /&gt; if no goodbye, Bai Causeway willow shade cry several times 
&lt;br /&gt; Hello! I'm Li Shaowei welcome!Please add qq:502451 as a friend!To facilitate the next visit the space!
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== I alone a person standing in the middle of the city of ==

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&lt;p&gt; gray day dim and dark &lt;br /&gt; hiding in a corner of the heart very sad &lt;br /&gt; thought we had loved &lt;br /&gt; every time memories tears in &lt;br /&gt; I alone a person standing in the middle of the city of &lt;br /&gt; that is looking for you in the place &lt;br /&gt; knew that we become so &lt;br /&gt; had pain why not share &lt;br /&gt; I pay you for I hurt &lt;br /&gt; love heart love despair &lt;br /&gt; your heart like ice &lt;br /&gt; I love how to bear you cold injury &lt;br /&gt; for you to pay me for I hurt &lt;br /&gt; pain completely pain heart cool &lt;br /&gt; my heart like a broken &lt;br /&gt; you love how have the heart to hurt my chest &lt;br /&gt; you love how the heart to hurt &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;br /&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
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== font-size ==

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&lt;p&gt; watched you go stubborn head also don't return &lt;br /&gt; I should save each time &lt;br /&gt; is run and chase &lt;br /&gt; what are you tired not tired &lt;br /&gt; why love becomes a suffer &lt;br /&gt; give up and regret &lt;br /&gt; if you feel there is no so-called &lt;br /&gt; let me love to recover &lt;/p&gt;
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== his loneliness is a born beauty ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;br /&gt; afraid of leaving 
&lt;br /&gt;
&lt;br /&gt; at the end of the semester, parting season [http://costoconverse.webs.com converse negozi]. Two months is not long [http://chemisehogan.monwebeden.fr chemise burberry], but still can let a person suffocate.
&lt;br /&gt; 
&lt;br /&gt; don't want to say too much, listen too much. I'm afraid I moved, then we regret, for reunion and looking forward to the.
&lt;br /&gt; 
&lt;br /&gt; does, I love, I love.
&lt;br /&gt; 
&lt;br /&gt; silence, perhaps is the effective way to avoid the sad, don't know, don't like, there can be no parting hearts. Sometimes it is really contradictory. No wonder people say, is a combination of many contradictions, the real life sense and sensibility | ideal and reality sometimes really far too far.
&lt;br /&gt; 
&lt;br /&gt; often persuade themselves become stronger become generous, but I never seem to reach the &amp;quot;farewell to the next reunion&amp;quot; this realm. Maybe it's because I'm possessive, always want people around me always in their surrounding [http://occhialidasolemarcjacobs.webs.com occhiali da sole Marc Jacobs].
&lt;br /&gt; 
&lt;br /&gt; create a great sensation &amp;lt; Japan Tokyo Love Story &amp;gt; at the end, let me sigh. Three years later, when Rika and permanent tail accidentally met in the street, look back the story does not end, Rika still smile. &amp;quot;I no regrets&amp;quot; parting, just smiled and said quietly. &amp;quot;We just met in the street is notVery good? &amp;quot;, a solid step towards the swelling crowd.
&lt;br /&gt; 
&lt;br /&gt; probably is her last words, the final figure, gave me the deepest feelings of.
&lt;br /&gt; everyone has their own pursuit, have their own ideal. Like her she has its own life circle. The permanent end of life space.
&lt;br /&gt; his loneliness is a born beauty, heavy also has unique charm, the colorful life, because life is not perfect. The truths all understand, but just can't get rid of the parting of the fear of.
&lt;br /&gt; 
&lt;br /&gt; hope in the years of the mold, learn to grow up slowly. Br&amp;gt; 
&lt;br /&gt; 
&lt;br /&gt;
&lt;br /&gt; requires &amp;nbsp; to pay the price 
&lt;br /&gt; plum blossom come from the bitter cold; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt; the life of calm and stability [http://cravatehommelv.webnode.fr cravate homme Gucci], and not some pain and sorrow is a lucky and happy 
&lt;br /&gt; life, is an eternal wealth of..&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://robezara.webnode.fr Robes Soldes France]; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://poloburberrypascher.monwebeden.fr polo burberry pas cher]; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt;;
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    <sha1>0f1836696850abdd0d0b9046e00ab6604fcf2407</sha1>
  </revision>
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    <id>583</id>
    <parentid>582</parentid>
    <timestamp>2013-04-22T22:43:54Z</timestamp>
    <contributor>
      <username>Aysuf31g3</username>
      <id>14</id>
    </contributor>
    <comment>/* recommended */ new section</comment>
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    <text bytes="27831" xml:space="preserve">== halo I why ==

Style= &amp;quot;font-size:14px;&amp;quot [http://lunettes-de-soleil-burberry-homm.webnode.fr Lunettes de soleil hommes Celine]; &amp;gt; 
&lt;p&gt; in everyone's mind is always thinking, how to be &amp;nbsp; how to be a good person how to have a satisfying and value and the good life.&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; that there is a skeleton in the cupboard, but in order to fight us, I say that everyone has a difficult path some people think that everything is going smoothly. If life, that life is not wonderful life, and why?Since childhood I walk out of that a moment, how think after doing things you might also want to know the end, when this idea, probably until the end of life we are in the memories of his life whether success is whether to regret...!Think too much of what I do and who can tell me?This word has been around my ears.I am the person, there are some things that I have in my mind, never say it, some things I don't want to care about others to say I am silly.My heart abacus has been knocking at my heart, I do not want to let this abacus stop.So life don't live too tired, tired tired to have value, the things around us can endure &amp;nbsp; smile and let the pain in the heart that is learned to disguise myself.In your life, don't blame anyone for the road is their own choice.But I have my dignity as more important than anything, if I'm wrong I can apologize, if I to I whether you are elder or a teacher or leader still I can't let you slander me!This is my dignity principle.Remember don't do dog thing don't see people who see the dog dog, don't do!You can't be the principle of life, but don't let anyone in the door to see you on the line!Since I saw the wolf &amp;quot;.The ant, &amp;quot;my life has been saying words: wolves had no ambition not to live, no ambition to do not do, be like an ant to the ideal implementation to the foot!But the man Bie Taihei with Changle, difference between ambition and dirty I think so understanding.We can always think of how to earn more money!We should always think of how to steal money from!I was so understanding, although the loss of substance, but truth and similar!We must face the reality you can skip meals but the thought is don't let it stay in place!I don't like wearing fashionable clothes, I like the trend of thought.I remember when I was a university female netizen first talk, she recorded I fuzzy remember me chat in Xinjiang University: Hello &amp;nbsp; will be able to chat?&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: casually..&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: how old are you!&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;.:20&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; I: I have 20 &amp;quot;first chat to amuse her I 19.&amp;quot; &lt;/p&gt;
&lt;p&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp;: Oh!&lt;/p&gt;
&lt;p&gt; I: a?&amp;quot;A representative of a place to keep secret!&amp;quot [http://robecortege.webnode.fr Robes de Bal];&lt;/p&gt;
&lt;p&gt;.: what is it??&lt;/p&gt;
&lt;p&gt; I: ha ha ha ha I b!&lt;/p&gt;
&lt;p&gt;.: halo I why?I: so, the!What is &amp;quot;&lt;/p&gt;&amp;quot;, graphics
&lt;p&gt; I: how not to speak!!&lt;/p&gt;
&lt;p&gt;.: you said..&lt;/p&gt;
&lt;p&gt; I: you a few months?&amp;quot;Make trouble out of nothing is a problem no topic asking &amp;gt; &lt;/p&gt;
&lt;p&gt;.:2 month &lt;/p&gt;
&lt;p&gt; I: my January &amp;quot;meaning is bigger than you are very proud of feeling&amp;quot; &lt;/p&gt;
&lt;p&gt;.: then the guy said &amp;quot [http://sacs-prada-pas-cher0.webnode.fr sacs celine pas cher];means: very soil....&amp;quot;&amp;nbsp; such a record chat you think very naive, but I think my nostalgia.The last sentence reminded me of people thought not too backward while this chat I am active and very failure talk without a bit of fresh but I want is its value!Sometimes I and some people chat when they say some students put the pants with scissors into the hole and ugly!I said with a smile that is fashion!From this I also began to slowly learn to learn how to do ideological fashion trend!For example: &amp;nbsp [http://lingerie-femme-gorssiste.webnode.fr Tanga pas cher]; in the chat; can turn, can not turn it!The first step that is chasing fashion!Network chat chat chat chat feelings three happy life two!Now the society: everyone will boast that everyone will say you eat three grams of oil feed!Everyone knows what is the brand name &amp;nbsp; more advanced is the old man talked about QQ on the net friend said I bought the dress by taobao!Now people dancing instead of the previous three steps is hip-hop is slow is crazy!Fashion is social achievement you I was a slave to it unless!Fashion is to love once trouble Oh before I have a netizen 15 Shandong people are still at school. I asked her to date no and she said &amp;nbsp; all about three!Think carefully didn't fall in love that we are from the tragedy!!Fashion is good or bad to you and I also don't know to look forward to is happy on the line!&amp;nbsp; a braggart: as long as you happy what can even riding a donkey to the market!I always say: if my pain for your happiness I would always go on suffering because I want to make you happy all the time!People can't do without friends also graded though life but I was best friends say: my relationship with your poor wife together with what not to say!Although not elegant but very real!!Do you feel no!Don't make friends friends or friends to pay the true is to help with a glib tongue together bragging can still true meaning on the line!&amp;quot;Purely personal ideas......&amp;quot;Her own life to figure out, my life who come to tube, as long as the end of life, a beautiful miss, in his heart meditation, life is not as brilliant!Hope you leave some love,,,,, it's my life, I thought, I dominate,,,, my world I was the main,,, for a better life we struggle together, difficulties ahead, but I hope we smile smile forever, smile so bright.Looking forward to tomorrow over yesterday and now today please don't say I'm sorry!Since we do not escape since thought is don't let it become unreal, as far as possible do not hit head broken blood, don't look back.Perhaps life is a struggle of life need to struggle in life life do not need others struggle for the cause of life care please you remember!!!!!!&amp;nbsp; &amp;nbsp; over &amp;nbsp; also want to hear it!!Want to leave a message &amp;quot;&amp;quot [http://camicielamartinabreviuomo.tumblr.com camicia La Martina]; &amp;quot;&amp;quot; &amp;quot;&amp;quot; &amp;quot;ha ha ha I wish friends happy every day health still handsome..........&lt;/p&gt;
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&lt;p&gt;&lt;/p&gt;
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== embezzlement&amp;quot ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;p&gt; just watching the American film a documentary film called [Inside Job], Chinese translation is &amp;quot;embezzlement&amp;quot;.&lt;/p&gt;
&lt;p&gt; tells in some big how Wall Street behind some &amp;quot;magnificent&amp;quot; financial operation led to the 2008 low to global financial storm.&lt;/p&gt;
&lt;p&gt; Wall Street many people yearning for money Templar [http://paul-smith-milano.webs.com paul smith scarpe], but is a greedy and fearful money hell, every day there are staged a and a be struck with fright, &lt;/p&gt;The content of 
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&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; money is really a good stuff, it can help us to solve many of the problems around us, it can fill our hunger fasting, it can let us enjoy &lt;/p&gt;
&lt;p&gt; luxury material to bring other people envious eyes.Dead birds for food, people die for money has become the most typical portrayal of social reality, make money has become more &lt;/p&gt; than food
&lt;p&gt; precious things, once it is used a tool represents a trading exchange food, now almost become our pursuit of all.&lt;/p&gt;
&lt;p&gt; most people may be to the needs of life and the work day in and day out to make money, hope can let oneself and family live a life without worry of food and clothing, &lt;/p&gt;
&lt;p&gt; fatigue time and the body's own in exchange for a modest money for daily expenses.Well, then save the foot a little money to start &lt;/p&gt;
&lt;p&gt; do a little business or home and be firm and secure, waiting for the physiological time to then quietly leave; not good situation, every day work &lt;/p&gt;
&lt;p&gt; fatigue come home to a big push life sorrow and be at a loss what to do with the bills, and then the next day to get up early to make money with money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; and I have the pursuit of money because it brings me a lot of troubles and problems, without it I may live more happy and relax a little [http://converse-vendita.webnode.it scarpe converse], but I prefer to think of money &lt;/p&gt;
&lt;p&gt; as a set of numbers.A few years ago in the network to see a CEO words, let me feel deep, he said &amp;quot;Baidu do is a profitable business, Google &lt;/p&gt;
&lt;p&gt; do business &amp;quot;, was suddenly understood that [http://cravattalvuomo.webnode.it cravatta Paul Smith], yes, money and career is not the same, the previous concept is a career are often earn &lt;/p&gt;Many of the 
&lt;p&gt;, money is a personal wealth, is the cause of the wealth of mankind, so from then on I said to myself, I want to do business, and not only make &lt;/p&gt;
&lt;p&gt; money.&lt;/p&gt;
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
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== Please add qq ==

Style= &amp;quot;font-size:14px;&amp;quot; said a story the first: 
&lt;br /&gt; a prince fell in love with a princess, the princess told him, if he would be willing to 100 consecutive nights on her balcony, she would accept him.So the Prince did, he was waiting for a day, two days, three days......Until the ninety-ninth day, the prince left.Why the Prince did not insist on the last day?The answer is very impressive: love is not the only one.Wang Ziyong 99 days to prove love, 100th days that dignity.!The son feel the prince himself too seriously, and not all the girls love make trouble out of nothing, I think we should first lay down in front of the love and dignity.If you really love a person you do not care about a person to pay, because you will feel you for her, you are very happy!Net neuropathy, does not mean I really crazy, I am sober!In February 12 Sina micro-blog netizen said: (we are still a little dignity don't want others to think that we are very cheap in front of love)!Force - 
&lt;br /&gt; into the text to the 
&lt;br /&gt;: 
&lt;br /&gt; cannot find the flower leaves butterfly wings, South Lane, I walked along the traces of time, wind, cold face.Is the night time, the dark night under the road ahead, not to look at the marginal.Can not see that day bonus all over the sky, fluttering butterflies.Flying is my tear, dripping on the broken bridge, moist write full vicissitudes of wood.
&lt;br /&gt; 
&lt;br /&gt; will never die, wait for the heart never annihilation.Waiting for you, in a lonely time.The integration of Black Sea in my tears, again from the ocean into a lonely land, see, my obsession still immortal.
&lt;br /&gt; 
&lt;br /&gt; South Bridge night under the eaves, Yan brought desolation.Outside the window the trees, swaying gold time, every time the ups and downs of rhythm, is very touching.Who is listening to the sound of my broken heart.Brilliantly illuminated, light up my gaunt.
&lt;br /&gt; 
&lt;br /&gt; cannot read Saibei wilderness [http://chaussuremichaelkors.webnode.fr boutique michael kors].Perhaps that day, down back to you.I stood at the entrance of the city gate to wait for you, the story is as the play, I dream of the mountain is still, still water, and flowing beneath your feet, but is no longer yesterday river.Love fetters fate once is enough, next season, writing is not funny.Why should I love you...
&lt;br /&gt; 
&lt;br /&gt; scored a season because of loneliness and love you, young [http://anneaux-de-cartier.webnode.fr Boutons de manchettes de Gucci], young me.Lonely perceived rampant, your silence will be attracted to me.Gaze of love, in the dim light.At that time, I love you, just because of loneliness.At that time, my beauty, give you.However, on the top of the hill there is spread when lonely, the wind light, thin clouds.You put a carved into the bone marrow, my eye drops, is infatuated.
&lt;br /&gt; 
&lt;br /&gt; spring to return soon after the annihilation, the language is not goodbye, just to meet.The past is the tragedy, endless road, continued.
&lt;br /&gt; 
&lt;br /&gt; left me enjoy fireworks fly all over the sky, escaped the crash.I was peeling off of the soul, like the falling petals, you can see, the dark stars [http://ed-hardy-prezzi.webnode.it ed hardy vendita], beautiful is accelerated aging time.At this time, a light drizzle, that is my tear.
&lt;br /&gt; 
&lt;br /&gt; after swaying on the wind piaoyuan.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, too.Snowflakes like a never healing around the white scar, the tears, can suddenly into ice, frozen in a certain space-time.Cold, I want you to add a coat, tell you, my thoughts.
&lt;br /&gt; 
&lt;br /&gt; watching the lake, East view.Eyes closed, water blossom of white Hibiscus actually.Twist a cuff flowers, sewing into years of waiting, the next time you open, the nose is my cry, miss.
&lt;br /&gt; 
&lt;br /&gt; the water moon as snow, fingertips the melting.Outline your in the mind [http://bon-plan-converse.webnode.fr basket converse montantes], in the dead of night [http://converseamericanflag.webnode.fr basket converse femme pas cher], hold your gentle, only to find all entirely unreal, like a bubble [http://solde-lunettes-de-soleil-celine.webnode.fr Lunettes de soleil Oakley pas cher].Those who wait to fish for the moon in the water, absurd.Those verses, layer upon layer, in a long time, piled into a world can not shake the mountain.
&lt;br /&gt; 
&lt;br /&gt; bridge is under the snow, and remember your face.
&lt;br /&gt; 
&lt;br /&gt; if no goodbye, Bai Causeway willow shade cry several times 
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== I alone a person standing in the middle of the city of ==

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&lt;p&gt; gray day dim and dark &lt;br /&gt; hiding in a corner of the heart very sad &lt;br /&gt; thought we had loved &lt;br /&gt; every time memories tears in &lt;br /&gt; I alone a person standing in the middle of the city of &lt;br /&gt; that is looking for you in the place &lt;br /&gt; knew that we become so &lt;br /&gt; had pain why not share &lt;br /&gt; I pay you for I hurt &lt;br /&gt; love heart love despair &lt;br /&gt; your heart like ice &lt;br /&gt; I love how to bear you cold injury &lt;br /&gt; for you to pay me for I hurt &lt;br /&gt; pain completely pain heart cool &lt;br /&gt; my heart like a broken &lt;br /&gt; you love how have the heart to hurt my chest &lt;br /&gt; you love how the heart to hurt &lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;br /&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
&lt;p&gt;&lt;/p&gt;
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&lt;p&gt; watched you go stubborn head also don't return &lt;br /&gt; I should save each time &lt;br /&gt; is run and chase &lt;br /&gt; what are you tired not tired &lt;br /&gt; why love becomes a suffer &lt;br /&gt; give up and regret &lt;br /&gt; if you feel there is no so-called &lt;br /&gt; let me love to recover &lt;/p&gt;
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== his loneliness is a born beauty ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; 
&lt;br /&gt; afraid of leaving 
&lt;br /&gt;
&lt;br /&gt; at the end of the semester, parting season [http://costoconverse.webs.com converse negozi]. Two months is not long [http://chemisehogan.monwebeden.fr chemise burberry], but still can let a person suffocate.
&lt;br /&gt; 
&lt;br /&gt; don't want to say too much, listen too much. I'm afraid I moved, then we regret, for reunion and looking forward to the.
&lt;br /&gt; 
&lt;br /&gt; does, I love, I love.
&lt;br /&gt; 
&lt;br /&gt; silence, perhaps is the effective way to avoid the sad, don't know, don't like, there can be no parting hearts. Sometimes it is really contradictory. No wonder people say, is a combination of many contradictions, the real life sense and sensibility | ideal and reality sometimes really far too far.
&lt;br /&gt; 
&lt;br /&gt; often persuade themselves become stronger become generous, but I never seem to reach the &amp;quot;farewell to the next reunion&amp;quot; this realm. Maybe it's because I'm possessive, always want people around me always in their surrounding [http://occhialidasolemarcjacobs.webs.com occhiali da sole Marc Jacobs].
&lt;br /&gt; 
&lt;br /&gt; create a great sensation &amp;lt; Japan Tokyo Love Story &amp;gt; at the end, let me sigh. Three years later, when Rika and permanent tail accidentally met in the street, look back the story does not end, Rika still smile. &amp;quot;I no regrets&amp;quot; parting, just smiled and said quietly. &amp;quot;We just met in the street is notVery good? &amp;quot;, a solid step towards the swelling crowd.
&lt;br /&gt; 
&lt;br /&gt; probably is her last words, the final figure, gave me the deepest feelings of.
&lt;br /&gt; everyone has their own pursuit, have their own ideal. Like her she has its own life circle. The permanent end of life space.
&lt;br /&gt; his loneliness is a born beauty, heavy also has unique charm, the colorful life, because life is not perfect. The truths all understand, but just can't get rid of the parting of the fear of.
&lt;br /&gt; 
&lt;br /&gt; hope in the years of the mold, learn to grow up slowly. Br&amp;gt; 
&lt;br /&gt; 
&lt;br /&gt;
&lt;br /&gt; requires &amp;nbsp; to pay the price 
&lt;br /&gt; plum blossom come from the bitter cold; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt; the life of calm and stability [http://cravatehommelv.webnode.fr cravate homme Gucci], and not some pain and sorrow is a lucky and happy 
&lt;br /&gt; life, is an eternal wealth of..&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://robezara.webnode.fr Robes Soldes France]; &amp;nbsp; &amp;nbsp; &amp;nbsp [http://poloburberrypascher.monwebeden.fr polo burberry pas cher]; &amp;nbsp; &amp;nbsp; &amp;nbsp; 
&lt;br /&gt;;
 [http://wodanazblog.com/content/road-my-journey-seattle-colorado?page=3071#comment-155674 http://wodanazblog.com/content/road-my-journey-seattle-colorado?page=3071#comment-155674]
 [http://122.96.27.11:8081/mydz/forum.php?mod=viewthread&amp;tid=1667128 http://122.96.27.11:8081/mydz/forum.php?mod=viewthread&amp;tid=1667128]
 [http://ipublish.no/forum/topic.php?id=2279698#post-2368970 http://ipublish.no/forum/topic.php?id=2279698#post-2368970]

== Style= &amp;quot ==

Style= &amp;quot [http://scarpedolcegabbana.webs.com scarpe Ralph Lauren uomo];font-size:14px [http://occhialidasoleporsche.webnode.it occhiali da sole Fendi];&amp;quot [http://soldelunettesdesoleilchloe.webnode.fr Lunettes de soleil Porsche pas cher]; &amp;gt [http://cravattagucciuomo.webnode.it cravatta Gucci uomo]; the irresolute and hesitant I am rich, is now selling a pound, first come first served [http://ed-hardy-prezzi.webnode.it Abbigliamento ed hardy]. At the same time, long-term acquisition of make a lightning decision a catty [http://couette-et-alternative-grossiste.webnode.fr Couette et alternative pas cher].
 [http://www.sunpalace-h.jp/blog/2011/08/august.html#comments http://www.sunpalace-h.jp/blog/2011/08/august.html#comments]
 [http://blog.sunnyislesmiamirealestate.com/fort-lauderdale/fort-lauderdale-real-estate-is-very-popular-among-canadian-buyers/ http://blog.sunnyislesmiamirealestate.com/fort-lauderdale/fort-lauderdale-real-estate-is-very-popular-among-canadian-buyers/]
 [http://51xuezi.com/forum.php?mod=viewthread&amp;tid=891527 http://51xuezi.com/forum.php?mod=viewthread&amp;tid=891527]

== font-size ==

Style= &amp;quot;font-size:14px;&amp;quot [http://casquettesyslbaseball.webnode.fr casquettes Hermes]; &amp;gt [http://maillot-de-foot2.webnode.fr Chaussures de Football Nike T90]; hard to pray to God to let us always happy together [http://les-boucles-d-oreilles-bon-march.webnode.fr Vente de boucles de sac LV], I am willing to use their own 10 years of life to go in exchange for our happiness [http://converse-bianche.webs.com converse Uomo],, looking forward to your coming back [http://cravattapaulsmithuomo.webs.com cravatta Burberry]!I love you really mad [http://echarpeburberry1.monwebeden.fr vetement burberry].
 [http://www.shanpin.org/forum.php?mod=viewthread&amp;tid=3090056 http://www.shanpin.org/forum.php?mod=viewthread&amp;tid=3090056]
 [http://www.huayuquan.info/forum.php?mod=viewthread&amp;tid=1072768 http://www.huayuquan.info/forum.php?mod=viewthread&amp;tid=1072768]
 [http://bbs.zmdmbl.com/read.php?tid=1157312&amp;displayMode=1 http://bbs.zmdmbl.com/read.php?tid=1157312&amp;displayMode=1]

== recommended ==

Style= &amp;quot;font-size:14px;&amp;quot; &amp;gt; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; Xiamen impression 
&lt;br /&gt;
&lt;br /&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; Xiamen -- Egret Island, a beautiful seaside city leisure, a variety of seafood food paradise.In most people's eyes, this is the first impression of Xiamen.However, please do not neglect the various local snack has a long history, but they are an important part of Xiamen diet custom.
&lt;br /&gt;
&lt;br /&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; do not eat snacks, there is no real understanding of Xiamen.
&lt;br /&gt;
&lt;br /&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; the first snack 
&lt;br /&gt;
&lt;br /&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; Xiamen snacks rich and diverse, sophisticated materials, fine workmanship, both when the snacks, but also can be used for dinner, can also be guests.
&lt;br /&gt;
&lt;br /&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; salty snack: fried leek dumplings, fried five-spice [http://maillot-de-foot2.webnode.fr Chaussures de Football Nike T90], roast meat, noodle paste, salt cake, steamed cake, taro bag......
&lt;br /&gt;&amp;nbsp; &amp;nbsp; &amp;nbsp; &amp;nbsp; sweet snacks: peanut soup, dumpling, fried jujube [http://ralphlaurenbuonmercato.webnode.it maglioni ralph lauren], chestnut cakes, candies, Ma fried rice cake, Poria cake with 
&lt;br /&gt;&amp;nbsp [http://couette-et-alternative-discount.webnode.fr housse de couette discount]; &amp;nbsp; &amp;nbsp; &amp;nbsp; seafood snacks: shoots frozen soil, oyster omelet, silk flowers, fish, snails, blood cockles, bitter screw, hinge cone snails......
&lt;p&gt;&amp;nbsp; &lt;/p&gt;
&lt;p&gt; &lt;br /&gt; &lt;br /&gt; noodles with satay sauce noodles with satay sauce is most representative of Xiamen snacks, regardless of busy streets or alleys, nowhere does not have.Shacha surface beauty, first Shacha soup, good Shacha soup is formed by pig bone stew soup with barbecue sauce, peanut butter, modulation.According to the tastes of the guests to eat fresh pork liver, kidney, pork, pig liver margin, duck gizzard, meters, squid, fried egg, blood ingredients, fried tofu, coriander, bean sprouts and other accessories, and manual water pot cooked together, the table with spicy Satay soup can.The &lt;br /&gt; recommended: the national Luwu sugar noodles with satay sauce noodles with satay sauce [http://cravattagucciuomo.webnode.it cravatta Hermes uomo], four branches of &lt;br /&gt;&lt;br /&gt;&lt;br /&gt; &lt;br /&gt; &lt;br /&gt; shrimp shrimp surface is shrimp soup, shrimp soup with shrimp, shrimp head chopped and boiled pig bone soup, the taste of unforgettable.Eat to shell shrimp, pork, bean sprouts, manual water pot cooked, clean wok add shrimp soup, garlic, leeks, the pepper can be eaten.Taste mellow, sweet and delicious.The &lt;br /&gt; recommended: Datong Road new shrimp noodles, open Wo Road moon shrimp &lt;br /&gt;&lt;br /&gt;&lt;br /&gt; &lt;br /&gt; &lt;br /&gt; also called Xiamen pizza rolls.Pork, shrimp, oyster, winter bamboo shoots, peas, bean sprouts, bean curd, fans, Korea cuisine, carrots as main material, cut into filaments, simmer cooked.Flour baked into thin wings silkworm spring roll skin, eat pizza shop spread, Shanghai moss, coriander, Gong sugar crisp, plus fillings, wrapped into volume [http://maillot-de-foot-au-s-n-gal3.webnode.fr Maillot de foot Croatie].Eat fresh mellow, unique taste.Xiamen people eat pray before and after the Spring Festival, wish you good fortune and every success in the new year, named spring rolls.This is the Ching Ming Festival food.The &lt;br /&gt; recommended: Board Street unnamed stall leek box &lt;br /&gt;&lt;br /&gt;&lt;br /&gt; &lt;br /&gt; &lt;br /&gt; flour mixed with a small amount of lard pastry skin [http://poloralphlauren.monwebeden.fr ralph lauren pas cher], with pork, shrimp, fish, Blum, leek, mushrooms and cut into small cubes do stuffing, packet imaging of small box - like cake, edge into a wave shape, put into the pan zhashu.Stuffing delicious, crispy skin.Tastes delicious, that is the entrance.The &lt;br /&gt; recommended: Zhongshan Road Huang and peanut soup shop &lt;br /&gt;&lt;br /&gt;&lt;br /&gt; &lt;br /&gt; &lt;br /&gt; will keep onion pork chop mud, Blum, flat fish, mushrooms into ball shape, such as bowls and put together the steamed rice milk.To eat when cut, with sweet chili sauce, garlic, radish in acid.Flexible aromatic, delicious.The &lt;br /&gt; recommended: Datong Road flavor added snack shop &lt;br /&gt;&lt;br /&gt;&lt;br /&gt; &lt;br /&gt;&lt;br /&gt; &lt;br /&gt; with fried spiced minced pork pork as the main material, with a flat fish, onion, water chestnut, sweet potato powder, five spice powder and other accessories.Bean bag into a roll, into the pan and fry until golden brown.Eat when cut into small pieces, with sweet chili, radish acid, coriander seasoning, the taste more delicious.&lt;/p&gt;
 [http://www.the-back-row.com/index.php/2012/08/22/ http://www.the-back-row.com/index.php/2012/08/22/]
 [http://snakeone.main.jp/kazblog/2011/08/xcode.html#comments http://snakeone.main.jp/kazblog/2011/08/xcode.html#comments]
 [http://220.194.53.96/bbs/forum.php?mod=viewthread&amp;tid=677816&amp;extra= http://220.194.53.96/bbs/forum.php?mod=viewthread&amp;tid=677816&amp;extra=]</text>
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<page arvcontinue="20130310160849|548">
  <title>User:Rebecca Shepard</title>
  <ns>2</ns>
  <id>303</id>
  <revision>
    <id>584</id>
    <timestamp>2013-05-17T06:13:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="116" xml:space="preserve">PMI Project Management Professional leading a global and virtual Release Test Team for the business travel industry.</text>
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<page arvcontinue="20130310160849|548">
  <title>User talk:Rebecca Shepard</title>
  <ns>3</ns>
  <id>304</id>
  <revision>
    <id>585</id>
    <timestamp>2013-05-17T06:13:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="277" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 23:13, 16 May 2013 (PDT)</text>
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<page arvcontinue="20130310160849|548">
  <title>User:Mark Kilby</title>
  <ns>2</ns>
  <id>305</id>
  <revision>
    <id>586</id>
    <timestamp>2013-05-17T06:14:12Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="511" xml:space="preserve">Agile coach since 2003 whose life and coaching was changed by Norm Kerth's project retrospective book and the Agile Retrospective framework by Esther Derby and Diana Larsen.  I would now like to give back to this community by sharing what I have learned through this community.  Part of this experience involves retrospectives in the large (&gt;50), applying open space technology, conducting various distributed retrospectives, as well as techniques for keeping retrospectives fresh.

More http://about.me/mckilby</text>
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<page arvcontinue="20130310160849|548">
  <title>User talk:Mark Kilby</title>
  <ns>3</ns>
  <id>306</id>
  <revision>
    <id>587</id>
    <timestamp>2013-05-17T06:14:14Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="277" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 23:14, 16 May 2013 (PDT)</text>
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  <title>User:Trevor Fletcher</title>
  <ns>2</ns>
  <id>307</id>
  <revision>
    <id>588</id>
    <timestamp>2013-05-17T19:31:30Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="345" xml:space="preserve">As a certified Product Owner and Scrum Master, I am continually seeking ways to improve my teams performance as well as developing my own skill sets.  Currently, I am working as a Systems Engineer for GE Transportation.  Prior to joining GE, I worked for several prestigious companies and organizations including NASA and PriceWaterhouseCoopers.</text>
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<page arvcontinue="20130310160849|548">
  <title>User talk:Trevor Fletcher</title>
  <ns>3</ns>
  <id>308</id>
  <revision>
    <id>589</id>
    <timestamp>2013-05-17T19:31:34Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="277" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 12:31, 17 May 2013 (PDT)</text>
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<page arvcontinue="20130310160849|548">
  <title>The Prime Directive</title>
  <ns>0</ns>
  <id>41</id>
  <revision>
    <id>591</id>
    <parentid>113</parentid>
    <timestamp>2013-06-12T15:53:48Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
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    <text bytes="554" xml:space="preserve">The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become a effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Reviews</text>
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  <title>Common ailments &amp; cures</title>
  <ns>0</ns>
  <id>40</id>
  <revision>
    <id>592</id>
    <parentid>115</parentid>
    <timestamp>2013-06-12T18:15:18Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="3171" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a "Retrospective of Retrospectives"


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a Devil's Advocate or Angel's Advocate
*Try De Bono's [[6 Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
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<page arvcontinue="20130310160849|548">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>593</id>
    <parentid>488</parentid>
    <timestamp>2013-06-12T18:19:52Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="960" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[[Retrospective Dialogue Sheets]]</text>
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<page arvcontinue="20130310160849|548">
  <title>User:Em Campbell-Pretty</title>
  <ns>2</ns>
  <id>309</id>
  <revision>
    <id>594</id>
    <timestamp>2013-07-13T12:48:43Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="203" xml:space="preserve">Agile Executive. Scaled Agile Framework (SAFe) Program Consultant (SPC). Servant Leader to the EDW Release Train - World Leaders in Agile Data Warehousing.
Blog: www.prettyagile.com
Twitter: @PrettyAgile</text>
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<page arvcontinue="20130310160849|548">
  <title>User talk:Em Campbell-Pretty</title>
  <ns>3</ns>
  <id>310</id>
  <revision>
    <id>595</id>
    <timestamp>2013-07-13T12:48:47Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="278" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 05:48, 13 July 2013 (PDT)</text>
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  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>597</id>
    <parentid>93</parentid>
    <timestamp>2013-07-25T21:46:43Z</timestamp>
    <contributor>
      <username>Em Campbell-Pretty</username>
      <id>349</id>
    </contributor>
    <comment>Added new retro called bubble up</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4526" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|}</text>
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</page>
<page arvcontinue="20130725230151|598">
  <title>Bubble Up</title>
  <ns>0</ns>
  <id>311</id>
  <revision>
    <id>598</id>
    <timestamp>2013-07-25T23:01:51Z</timestamp>
    <contributor>
      <username>Em Campbell-Pretty</username>
      <id>349</id>
    </contributor>
    <comment>added bubble up retro detail</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1360" xml:space="preserve">===Use:===
Use for understanding challenges and opportunities across multiple teams when scaling agile.
===Length of time:===
With practise this should take 15 minutes, You may like to allow 30 minutes in the beginning.
===Short Description:===
All teams capture challenges and opportunities outside their control during their regular end of sprint retrospective and provide them to the leadership team in a 15 minute stand up. Challenges and Opportunities feed into the extended leadership teams continuous improvement backlog.
===Materials:===
A wall, Shapries &amp; Index cards
===Process:===
* All teams across an Agile Release Train (or any other multiple team scenario) hold their regular individual end of sprint retrospective.
* As part of the team retrospective, the team identifies challenges and opportunities outside their control that they want to "bubble up" to the leadership team.
* A 15-30 minute session is held after all teams have completed their individual retrospectives where each team sends a least one representative.
* Each team representative shares with the group and the leadership team the challenges and opportunities outside their control.
* Challenges and opportunities are recorded on the "Bubble Up" wall for actioning by the leadership team or specialist chapters.
===Source:===
http://www.prettyagile.com/2013/06/bubble-up.html</text>
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</page>
<page arvcontinue="20130725230151|598">
  <title>User:Jeremy Lu</title>
  <ns>2</ns>
  <id>312</id>
  <revision>
    <id>599</id>
    <timestamp>2013-07-30T06:54:17Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="159" xml:space="preserve">Educator, trainer and business manager who has helped project manage applications in point of sale, document management, science apps, and collaboration tools.</text>
    <sha1>0eedcdf48595dd233657772c2db3acbc46192959</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Jeremy Lu</title>
  <ns>3</ns>
  <id>313</id>
  <revision>
    <id>600</id>
    <timestamp>2013-07-30T06:54:23Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="278" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 23:54, 29 July 2013 (PDT)</text>
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<page arvcontinue="20130725230151|598">
  <title>Rob's Guide to Effective Retrospectives</title>
  <ns>0</ns>
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    <id>601</id>
    <parentid>570</parentid>
    <timestamp>2013-08-05T17:16:54Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>/* Get someone outside of the team to facilitate */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3556" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually amazed by the number of people I speak to who facilitate retrospectives but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are a must read in my opinion.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? The most common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This is a bad thing in my opinion - it prevents a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Write all the actions on a flip chart sheet, write the name of the owner next to each action and stick the sheet up in the team's work space.

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by pinning the flip chart sheet (you made above) to the wall and checking if all actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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<page arvcontinue="20130725230151|598">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>602</id>
    <parentid>593</parentid>
    <timestamp>2013-08-07T10:46:01Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1056" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]</text>
    <sha1>6ce7c352f5406b239e6e3975bd6ef064d33552ef</sha1>
  </revision>
  <revision>
    <id>603</id>
    <parentid>602</parentid>
    <timestamp>2013-08-13T16:23:07Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1178" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]</text>
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  </revision>
  <revision>
    <id>609</id>
    <parentid>603</parentid>
    <timestamp>2013-10-18T13:44:00Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1379" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Improving Collaboration in Agile Projects with the Retrospective of Retrospectives]</text>
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  </revision>
  <revision>
    <id>616</id>
    <parentid>609</parentid>
    <timestamp>2014-01-20T20:47:50Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1577" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]</text>
    <sha1>258716fae593c68397bfeee4bb38bd57fe013c9e</sha1>
  </revision>
  <revision>
    <id>637</id>
    <parentid>616</parentid>
    <timestamp>2014-06-28T09:27:34Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1758" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://www.practiceagile.com/2014_03_01_archive.html Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]</text>
    <sha1>0801db7e59e881dfb9265942718c99973cde2a10</sha1>
  </revision>
  <revision>
    <id>638</id>
    <parentid>637</parentid>
    <timestamp>2014-06-28T09:30:08Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1861" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://www.practiceagile.com/2014_03_01_archive.html Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]</text>
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  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Keith Klundt</title>
  <ns>2</ns>
  <id>314</id>
  <revision>
    <id>604</id>
    <timestamp>2013-09-26T20:00:05Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="313" xml:space="preserve">I've been a technology and business leader in several roles across many companies, and have lead Agile transformations in full-time roles at eBay, Accela, OrangeSoda, and Backcountry.com (my current company), and as a consultant at Omnicell, Quantros, and others.  Please refer to my LinkedIn profile for details.</text>
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  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Keith Klundt</title>
  <ns>3</ns>
  <id>315</id>
  <revision>
    <id>605</id>
    <timestamp>2013-09-26T20:00:05Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="283" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 13:00, 26 September 2013 (PDT)</text>
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  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>External Resources</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>606</id>
    <parentid>596</parentid>
    <timestamp>2013-10-18T11:30:34Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="1753" xml:space="preserve">
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.infoq.com/retrospectives News, articles and presentations on Retrospectives from InfoQ] 
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]</text>
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  <revision>
    <id>607</id>
    <parentid>606</parentid>
    <timestamp>2013-10-18T11:32:21Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]</text>
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  <revision>
    <id>608</id>
    <parentid>607</parentid>
    <timestamp>2013-10-18T11:46:47Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx] The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]</text>
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  <revision>
    <id>610</id>
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    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx] The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]</text>
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  <revision>
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    <timestamp>2013-10-25T08:13:27Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
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    <model>wikitext</model>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx] The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]</text>
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  <revision>
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    <timestamp>2013-11-14T17:23:47Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
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*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name).
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]
*[http://retrospectives.com retrospectives.com]
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]</text>
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  <revision>
    <id>615</id>
    <parentid>614</parentid>
    <timestamp>2014-01-20T20:13:15Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <comment>Divided the list into books, articles, blogs and Video and added some extra links.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]

'''Blogs'''
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>58802151bdeee9a6f646349192502f5891534c53</sha1>
  </revision>
  <revision>
    <id>617</id>
    <parentid>615</parentid>
    <timestamp>2014-01-20T20:49:47Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2983" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]

'''Blogs'''
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>987cc2caf2a71a6e6c447342d94466c75dc9fad3</sha1>
  </revision>
  <revision>
    <id>618</id>
    <parentid>617</parentid>
    <timestamp>2014-01-21T07:20:31Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3137" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders, download it from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]

'''Blogs'''
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>3cde75ffdf0aaeea622feff788f2d946c92c8159</sha1>
  </revision>
  <revision>
    <id>636</id>
    <parentid>618</parentid>
    <timestamp>2014-06-28T09:14:24Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3498" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.lulu.com/shop/luis-gon%C3%A7alves-and-ben-linders/getting-value-out-of-agile-retrospectives-a-toolbox-of-retrospective-exercises/paperback/product-21658161.html Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat" - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]

'''Blogs'''
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>281deb160b26170d7feb010eca46d384da25d55e</sha1>
  </revision>
  <revision>
    <id>645</id>
    <parentid>636</parentid>
    <timestamp>2014-09-10T08:32:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3498" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.lulu.com/shop/luis-gon%C3%A7alves-and-ben-linders/getting-value-out-of-agile-retrospectives-a-toolbox-of-retrospective-exercises/paperback/product-21658161.html Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]

'''Blogs'''
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>8fcd1098cff817a402851444a4b5f7fff15fcb5b</sha1>
  </revision>
  <revision>
    <id>646</id>
    <parentid>645</parentid>
    <timestamp>2014-09-10T13:05:00Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3412" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]

'''Blogs'''
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>a29dfa35862809424f05e1871b01c52cf877353f</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Marja kruisland</title>
  <ns>2</ns>
  <id>316</id>
  <revision>
    <id>612</id>
    <timestamp>2013-11-11T10:17:50Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="48" xml:space="preserve">projectmanager/ scrummaster in Agile scrum teams</text>
    <sha1>5b3b4e13a4ef2f0fc6e9d33592225c488df07d40</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Marja kruisland</title>
  <ns>3</ns>
  <id>317</id>
  <revision>
    <id>613</id>
    <timestamp>2013-11-11T10:17:54Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 02:17, 11 November 2013 (PST)</text>
    <sha1>6d87d77c02aca1cc9115189af6d20d9007c93e70</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Elia</title>
  <ns>2</ns>
  <id>318</id>
  <revision>
    <id>620</id>
    <timestamp>2014-01-30T15:54:53Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="27" xml:space="preserve">for first time scrum master</text>
    <sha1>f213498720ccbb8137a9ec67358e0ece60373f6f</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Elia</title>
  <ns>3</ns>
  <id>319</id>
  <revision>
    <id>621</id>
    <timestamp>2014-01-30T15:54:54Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="281" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 07:54, 30 January 2014 (PST)</text>
    <sha1>61b9947366235e395a39b163598a3358a7dc9310</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>Common ailments &amp; cures</title>
  <ns>0</ns>
  <id>40</id>
  <revision>
    <id>622</id>
    <parentid>592</parentid>
    <timestamp>2014-03-05T23:00:24Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3693" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number
*More suggestions in [http://www.infoq.com/news/2014/02/retrospective-actions-done Having Actions Done from Retrospectives]

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting
*Use Retrospective Exercises from [https://leanpub.com/gettingvalueoutofagileretrospectives Valuable Agile Retrospectives] or [http://www.plans-for-retrospectives.com/ Retr-O-Mat]

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a [http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a [http://www.benlinders.com/2011/devil%E2%80%99s-or-angel%E2%80%99s-advocate-which-role-do-you-prefer/ Devil's Advocate or Angel's Advocate]
*Try De Bono's [[6 Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan</text>
    <sha1>3984e6afb1c112a30391c173cffbc7168afff723</sha1>
  </revision>
  <revision>
    <id>623</id>
    <parentid>622</parentid>
    <timestamp>2014-03-05T23:01:54Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3820" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number
*More suggestions in [http://www.infoq.com/news/2014/02/retrospective-actions-done Having Actions Done from Retrospectives]

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use root cause analysis
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting
*Use Retrospective Exercises from [https://leanpub.com/gettingvalueoutofagileretrospectives Valuable Agile Retrospectives] or [http://www.plans-for-retrospectives.com/ Retr-O-Mat]

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a [http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a [http://www.benlinders.com/2011/devil%E2%80%99s-or-angel%E2%80%99s-advocate-which-role-do-you-prefer/ Devil's Advocate or Angel's Advocate]
*Try De Bono's [[6 Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan or a [http://www.benlinders.com/2013/using-solution-focused-in-a-strengths-based-retrospective/ Strenghts based Retrospective]</text>
    <sha1>d08e1f98dacd1cefa26ae5bd1dba5d006abccd6a</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>Tips &amp; tricks</title>
  <ns>0</ns>
  <id>39</id>
  <revision>
    <id>624</id>
    <parentid>563</parentid>
    <timestamp>2014-03-05T23:03:56Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1357" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time.
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.
*Create awareness for [http://www.benlinders.com/2013/retrospective-benefits-power-to-the-team/ Retrospective Benefits]</text>
    <sha1>810953733595eb6b4738415f2705d7039ea01984</sha1>
  </revision>
  <revision>
    <id>647</id>
    <parentid>624</parentid>
    <timestamp>2014-09-10T13:15:40Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1468" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time. Develop a [http://www.benlinders.com/2013/have-a-toolbox-of-retrospective-techniques/ toolbox with exercises].
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.
*Create awareness for [http://www.benlinders.com/2013/retrospective-benefits-power-to-the-team/ Retrospective Benefits]</text>
    <sha1>1acded470e70e1b79b4c7f5a829bb89152a6c152</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Luis Goncalves</title>
  <ns>2</ns>
  <id>320</id>
  <revision>
    <id>625</id>
    <timestamp>2014-04-16T06:45:58Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="860" xml:space="preserve">I am an Agile Coach, Co-Author, Speaker and a Blogger.

I have been working in the software industry since 2003, being an Agile practitioner since 2007. 

I am a co-author of a book called: “Getting Value Out of Agile Retrospectives” with a foreword of Esther Derby the book was published by InfoQ and can be found: http://bit.ly/1izW4AK. 

I am a co-founder of a MeetUp group in Munich, Germany called High Performing Teams: http://bit.ly/1ixddJl. 

I like to write and share ideas with the world and this made me a passionate blogger. I get inspiration from my professional life and from all books that I read every week. 

You can follow my blog  http://lmsgoncalves.com and follow me on twitter under: @lgoncalves1979. 

I am  a certified Scrum Master and Product Owner and I have pioneered agile adoption at different companies and different contexts.</text>
    <sha1>b1cfcdcb93bf51b4464c976f26063a05de104e7e</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Luis Goncalves</title>
  <ns>3</ns>
  <id>321</id>
  <revision>
    <id>626</id>
    <timestamp>2014-04-16T06:45:59Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 23:45, 15 April 2014 (PDT)</text>
    <sha1>717554baff68b79c0f5c437578bdd28dbf0472dc</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Cyriel Vringer</title>
  <ns>2</ns>
  <id>322</id>
  <revision>
    <id>627</id>
    <timestamp>2014-04-16T06:46:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="80" xml:space="preserve">Scrum master and developer, mostly working for medium and large sized companies.</text>
    <sha1>4323181e4ab0a7a42b2c1047d31a2e5175c11c1e</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Cyriel Vringer</title>
  <ns>3</ns>
  <id>323</id>
  <revision>
    <id>628</id>
    <timestamp>2014-04-16T06:46:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 23:46, 15 April 2014 (PDT)</text>
    <sha1>a5fa9f4d456e396facad28c85d01839564b06e52</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Anthony George</title>
  <ns>2</ns>
  <id>324</id>
  <revision>
    <id>629</id>
    <timestamp>2014-04-16T06:47:02Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="30" xml:space="preserve">http://www.anthonygeorge.co.uk</text>
    <sha1>ee606e3208be62c631eb0acca79f610445466f72</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Anthony George</title>
  <ns>3</ns>
  <id>325</id>
  <revision>
    <id>630</id>
    <timestamp>2014-04-16T06:47:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 23:47, 15 April 2014 (PDT)</text>
    <sha1>cd5a08c030925547902183b5517181baea77577b</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Stefano Porro</title>
  <ns>2</ns>
  <id>326</id>
  <revision>
    <id>631</id>
    <timestamp>2014-05-01T17:27:39Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="111" xml:space="preserve">Improve myself, improve my team, improve my skills: my neverending target! | #Agile
Job Manager | #SCRUM Master</text>
    <sha1>fd1b53d0bf27a08c9f6a1b86834e44f509fbc707</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Stefano Porro</title>
  <ns>3</ns>
  <id>327</id>
  <revision>
    <id>632</id>
    <timestamp>2014-05-01T17:27:40Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="276" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 10:27, 1 May 2014 (PDT)</text>
    <sha1>07068bfca0a55934374e5f2929d35e2188935a81</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Thomas Lennon</title>
  <ns>2</ns>
  <id>328</id>
  <revision>
    <id>633</id>
    <timestamp>2014-05-01T17:27:55Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="223" xml:space="preserve">I am a scrum master of a software development team in Ericsson Ireland. I have 2 years experience as a scrum master in an agile project and I have done scrum master on and off for 4 years before that in a waterfall project.</text>
    <sha1>1dd139b4aab32d78262ea6841be0470fe6f234df</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Thomas Lennon</title>
  <ns>3</ns>
  <id>329</id>
  <revision>
    <id>634</id>
    <timestamp>2014-05-01T17:27:55Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="276" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 10:27, 1 May 2014 (PDT)</text>
    <sha1>07068bfca0a55934374e5f2929d35e2188935a81</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>The Complexity Retrospective</title>
  <ns>0</ns>
  <id>31</id>
  <revision>
    <id>635</id>
    <parentid>84</parentid>
    <timestamp>2014-06-04T14:45:49Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3369" xml:space="preserve">__NOTOC__
===Use:===
When your project is suffering from excessive complexity
===Length of time:===
40-60 minutes

===Short Description:===
Many projects go awry due to excessive complexity; and it's always worth evaluating whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.

I recently lead a retrospective with my team focusing on complexity across all the areas of our project, using a handful of techniques from “Agile Retrospectives - making good teams great” (a must have for every agile team).

===Materials:===
Whiteboard or flipchart, paper &amp; pens.

===Process:===

We structured the hour long retrospective into 5 parts:
#Setting the stage
#Gather data
#Generate Insights
#Decide what to do
#Close / Action plan

The purpose of “Setting the stage” is to get everyone engaged and thinking about the same theme. To do this I reminded people of the actions we had set ourselves from the last retrospective, then asked each person to complete the sentence “If we were a military commando, and our mission was last retrospective’s actions, we would be _______”

I then told the team that, in this retrospective, we would be considering complexity and whether we had too much, or just the right amount, in each of the areas of our project.

To '''gather data''', I drew a complexity radar, with each spoke a different area of complexity. I began by suggesting a couple of generic spoke names (Data model, Workflow), and then got the team to suggest the other areas. Using dot voting, everyone voted as to where they felt we ranked on each spoke, with closer to the centre being just right, and further away being overly complex. Joining the clustered dots produced the following radar map:

[[File:350px-Complexity_radar.jpg]]

To generate insights we used the 5 whys exercise. I asked people to break into groups of 2, preferably cross discipline, and assigned each group 2 of the high ranking spokes. They were then tasked with asking each other “why is &lt;spoke area&gt; complex”, and “why is &lt;answer&gt;?” and so on, until 5 why’s had been asked. The answer to the 5th why was considered the root cause of the complexity, and recorded on a card. As the root cause cards came in, I grouped them, and when everyone was done, read the root cause groups out.

To decide what to do we constructed 2 more histograms, one considering the risk of the root cause, and the other difficulty to address the root cause. I then asked each person to vote which of the 2 root causes had had the highest impact &amp; and which was the least difficult to address. This produced the following histograms:

[[File:350px-Impact_risk_histograms.jpg]]

In conclusion, we then combined the impact &amp; difficulty histograms into the following map

[[File:350px-Risk_difficulty_map.jpg]]

My intention was that the final exercise would make it simple to choose the actions to take forward for the next sprint (basically chose the low hanging fruit - the easiest things to address which had the biggest risk reduction); but there wasn’t a clear winner shown on the graph. Generating actions took a bit more discussion.
We found that this format was a fun and effective way to address the complexity problem.

Hopefully you’ll find running something similar with your own team helpful!

Source: David Laing</text>
    <sha1>460141de17539826ce825f8a622af6ac8b48392b</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Lenny Williams</title>
  <ns>2</ns>
  <id>330</id>
  <revision>
    <id>639</id>
    <timestamp>2014-09-05T13:07:13Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="316" xml:space="preserve">Decades of professional engineering experience. A lifetime of curiousity and awe.

Specialties: - c#, asp.net, vb.net, SharePoint 2003/2007/2010/2013, web part development, SQL, reporting services, Entity Framework, WCF, Silverlight, JQuery, Ajax, MVVM, MVC, jQuery, javascript, CSS, Bootstrap, HTML5, Razor and more</text>
    <sha1>0807585d652042b8a8e0f144eceb2990d290a099</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Lenny Williams</title>
  <ns>3</ns>
  <id>331</id>
  <revision>
    <id>640</id>
    <timestamp>2014-09-05T13:07:20Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:07, 5 September 2014 (PDT)</text>
    <sha1>c3ea2c6f043497bd7b2e6c3fddf046333f81240b</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Mohammed I. Derbashi</title>
  <ns>2</ns>
  <id>332</id>
  <revision>
    <id>641</id>
    <timestamp>2014-09-05T13:13:14Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="84" xml:space="preserve">Software Architect specialized in building Enterprise Solutions using Microsoft .NET</text>
    <sha1>3cbc7ff475560809fc583d86105eaabcd92c8f45</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Mohammed I. Derbashi</title>
  <ns>3</ns>
  <id>333</id>
  <revision>
    <id>642</id>
    <timestamp>2014-09-05T13:13:21Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:13, 5 September 2014 (PDT)</text>
    <sha1>56d0da2c717569a13d07b465f1c9ef98e47aee09</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User:Catherine Downs</title>
  <ns>2</ns>
  <id>334</id>
  <revision>
    <id>643</id>
    <timestamp>2014-09-05T13:33:12Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="135" xml:space="preserve">UX Practitioner 2013-present.

First Class Honours in Interactive Media Design (2013).

Key interests: IxD, UX, UCD and other acronyms.</text>
    <sha1>b69a4b25f3c05d7fb8f3cab6999442c511d6b745</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>User talk:Catherine Downs</title>
  <ns>3</ns>
  <id>335</id>
  <revision>
    <id>644</id>
    <timestamp>2014-09-05T13:33:18Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:33, 5 September 2014 (PDT)</text>
    <sha1>122a336b64658214cffe64541d9bc105517da193</sha1>
  </revision>
</page>
<page arvcontinue="20130725230151|598">
  <title>Strengths-Based Retrospective</title>
  <ns>0</ns>
  <id>336</id>
  <revision>
    <id>648</id>
    <timestamp>2014-09-10T13:51:11Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <comment>Created page with "Use: The context in which your plan is appropriate (e.g. "when the team is not communicating well") [edit]Length of time: Approximate duration of the exercise. [edit]Short Des..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="573" xml:space="preserve">Use:
The context in which your plan is appropriate (e.g. "when the team is not communicating well")
[edit]Length of time:
Approximate duration of the exercise.
[edit]Short Description:
A brief summary of the process and output.
[edit]Materials:
Any materials required e.g. flip charts, post-it notes etc.
[edit]Process:
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
[edit]Source:
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>e989bae4bb0c8d54908be88572534859ac782c71</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>Strengths-Based Retrospective</title>
  <ns>0</ns>
  <id>336</id>
  <revision>
    <id>649</id>
    <parentid>648</parentid>
    <timestamp>2014-09-10T14:09:42Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2902" xml:space="preserve">===Use:===
A strengths-based retrospective is a different approach for an agile / Scrum retrospective. Instead of coming up with a list of actions to start doing new things (which you might not be capable of doing), your actions result in doing more of the things that you are already doing and which you are good at.
===Length of time:===
45 - 90 minutes
===Short Description:===
A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them. Both steps consist of [http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ asking retrospective questions].
===Materials:===
Flip charts and post-it notes.
===Process:===
Discovering strengths: Think of something that succeeded in this iteration that the team managed to accomplish beyond expectation, and which produced benefits for you, the team, and/or for your customers. Now ask yourself and your team the following questions:

  * How did we do it? What did we do to make it successful?
  * What helped us do it? Which expertise or skills made the difference? Which strengths that you possess made it possible?
  * How did being part of a team help to realize it? What did team members do to help you? Which strengths does your team have?

The questions are based on Appreciative Inquiry, an approach that focuses on value and energy. These questions give visibility to good things that happened and explore the underlying strengths that made it possible.

If you are using the [http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ four key questions], the question "What did we do well?" can also be used as a solution-focused approach to find strengths that can be deployed to address problems a team is facing. 

Defining actions: Think of a problem that you had in the past iteration, one that is likely to happen again. For example a problem that is keeping you and your team from delivering benefits for your customers? Now ask: 

  * How can you use your individual or team strengths to solve this problem?
  * What would you do more frequently that would help prevent the problem from happening again?
  * Which actions can you take, which you are already capable of?

Again, this applies appreciative inquiry by envisioning what can be done using the previously discovered strengths and giving energy to the team members to carry it out.
===Source:===
This exercise is described in the book [http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives], written by Luis Gonçalves and Ben Linders. The book can be downloaded from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub]. Also available as a [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]</text>
    <sha1>07a6ab34235e01fa0c145b8555e34b2a1c6f3fd1</sha1>
  </revision>
  <revision>
    <id>650</id>
    <parentid>649</parentid>
    <timestamp>2014-09-10T14:12:19Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2915" xml:space="preserve">===Use:===
A strengths-based retrospective is a different approach for an agile / Scrum retrospective. Instead of coming up with a list of actions to start doing new things (which you might not be capable of doing), your actions result in doing more of the things that you are already doing and which you are good at.
===Length of time:===
45 - 90 minutes
===Short Description:===
A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them. Both steps consist of [http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ asking retrospective questions].
===Materials:===
Flip charts and post-it notes.
===Process:===
'''Discovering strengths''': Think of something that succeeded in this iteration that the team managed to accomplish beyond expectation, and which produced benefits for you, the team, and/or for your customers. Now ask yourself and your team the following questions:

  * How did we do it? What did we do to make it successful?
  * What helped us do it? Which expertise or skills made the difference? Which strengths that you possess made it possible?
  * How did being part of a team help to realize it? What did team members do to help you? Which strengths does your team have?

The questions are based on Appreciative Inquiry, an approach that focuses on value and energy. These questions give visibility to good things that happened and explore the underlying strengths that made it possible.

If you are using the [http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ four key questions], the question "What did we do well?" can also be used as a solution-focused approach to find strengths that can be deployed to address problems a team is facing. 

'''Defining actions''': Think of a problem that you had in the past iteration, one that is likely to happen again. For example a problem that is keeping you and your team from delivering benefits for your customers? Now ask: 

  * How can you use your individual or team strengths to solve this problem?
  * What would you do more frequently that would help prevent the problem from happening again?
  * Which actions can you take, which you are already capable of?

Again, this applies appreciative inquiry by envisioning what can be done using the previously discovered strengths and giving energy to the team members to carry it out.

===Source:===
This exercise is described in the book [http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives], written by Luis Gonçalves and Ben Linders. The book can be downloaded from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub]. Also available as a [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]</text>
    <sha1>7437d2c558d91b24d60d1439d7cb572c52b6af22</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>651</id>
    <parentid>597</parentid>
    <timestamp>2014-09-10T14:17:43Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4808" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|}</text>
    <sha1>710e49ace690f6715d9c5d815c6f2b12cc1cf392</sha1>
  </revision>
  <revision>
    <id>658</id>
    <parentid>651</parentid>
    <timestamp>2014-12-01T10:01:52Z</timestamp>
    <contributor>
      <username>Em Campbell-Pretty</username>
      <id>349</id>
    </contributor>
    <comment>Added new retro plan - An Agile Christmas Carol</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5023" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|}</text>
    <sha1>60da0ff030bc4366acca06e1a2c3d8a61b9dadbf</sha1>
  </revision>
  <revision>
    <id>681</id>
    <parentid>658</parentid>
    <timestamp>2015-02-25T12:53:38Z</timestamp>
    <contributor>
      <username>James Cade</username>
      <id>373</id>
    </contributor>
    <comment>Addition of a new retrospective : Tiny retrospective</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5224" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|}</text>
    <sha1>46e4be119912fa7f7af93031ea2f42c703d3ba99</sha1>
  </revision>
  <revision>
    <id>685</id>
    <parentid>681</parentid>
    <timestamp>2015-03-04T23:03:20Z</timestamp>
    <contributor>
      <username>Sandy Mamoli</username>
      <id>371</id>
    </contributor>
    <comment>Added Deep Tissue Retrospective</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5439" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
}</text>
    <sha1>4a747b0f7e8cbe2d2c9683ccb3d1469b21da2405</sha1>
  </revision>
  <revision>
    <id>686</id>
    <parentid>685</parentid>
    <timestamp>2015-03-04T23:04:47Z</timestamp>
    <contributor>
      <username>Sandy Mamoli</username>
      <id>371</id>
    </contributor>
    <comment>Added Deep Tissue Retrospective</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5437" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
}</text>
    <sha1>7fd8180b6f5be07f4bcb06bf1bab8e1c8d6b44f1</sha1>
  </revision>
  <revision>
    <id>688</id>
    <parentid>686</parentid>
    <timestamp>2015-03-06T17:07:28Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5438" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{
| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
}</text>
    <sha1>8f6874d1e2cf1c7e6b7c7101170ca388d1b5697a</sha1>
  </revision>
  <revision>
    <id>689</id>
    <parentid>688</parentid>
    <timestamp>2015-03-06T17:07:40Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5437" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
}</text>
    <sha1>7fd8180b6f5be07f4bcb06bf1bab8e1c8d6b44f1</sha1>
  </revision>
  <revision>
    <id>698</id>
    <parentid>689</parentid>
    <timestamp>2015-04-14T09:26:39Z</timestamp>
    <contributor>
      <username>Stephen Holtom</username>
      <id>377</id>
    </contributor>
    <comment>Added Glad, Sad, Mad</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5559" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|A basic, “no gimmicks” retrospective plan, assigning issues to one of 3 categories.
|60
|-
}</text>
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<page arvcontinue="20140910140942|649">
  <title>User:Ledalla Madhavi</title>
  <ns>2</ns>
  <id>337</id>
  <revision>
    <id>652</id>
    <timestamp>2014-09-10T15:28:22Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="670" xml:space="preserve">Agile enthusiast with a keen interest in large scale Agile transformation. As an agile coach, I believe the best way to learn is by walking the talk and I practice this by closing working with the teams on ground. With perspectives of both Waterfall and Agile methodologies, I am skillful in playing the roles of an embedded Scrum Master and an Agile Coach for different teams.Over 13 years of IT experience, this includes 5 years of experience as Project Manager/Scrum Master and 1 year as an Agile Consultant and Coach. Started career as a Software Engineer, and then took up roles of Senior Software Engineer, Team Lead, Project Manager, Scrum Master and Agile Coach.</text>
    <sha1>81bd2f0af22d84908390af7af7039d2cf1de33c7</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Ledalla Madhavi</title>
  <ns>3</ns>
  <id>338</id>
  <revision>
    <id>653</id>
    <timestamp>2014-09-10T15:28:30Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="283" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 08:28, 10 September 2014 (PDT)</text>
    <sha1>e84895433fc68b00621ccfc4e5f0c9a9b01430b0</sha1>
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</page>
<page arvcontinue="20140910140942|649">
  <title>User:Ujjwal Sinha</title>
  <ns>2</ns>
  <id>339</id>
  <revision>
    <id>654</id>
    <timestamp>2014-10-14T16:15:24Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="57" xml:space="preserve">I'm an ALM and Agile Consultant facilitating Agile teams.</text>
    <sha1>a8d126bc3703231d8a39b02a5d74811aebb3d6f4</sha1>
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</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Ujjwal Sinha</title>
  <ns>3</ns>
  <id>340</id>
  <revision>
    <id>655</id>
    <timestamp>2014-10-14T16:15:24Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="281" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 09:15, 14 October 2014 (PDT)</text>
    <sha1>14175f2430b0dfdfa48138cd9ded8906da97015e</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Tom Wiggins</title>
  <ns>2</ns>
  <id>341</id>
  <revision>
    <id>656</id>
    <timestamp>2014-10-15T11:13:53Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="83" xml:space="preserve">I am Kanban lead for two teams, one System Team, the other a Health &amp; Hygiene Team.</text>
    <sha1>726f20114a2af65ccf07f82f970c488586c74f37</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Tom Wiggins</title>
  <ns>3</ns>
  <id>342</id>
  <revision>
    <id>657</id>
    <timestamp>2014-10-15T11:13:54Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="281" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 04:13, 15 October 2014 (PDT)</text>
    <sha1>bd9feb6259cd20c81833aba97ee6289f78d95c8a</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>An Agile Christmas Carol</title>
  <ns>0</ns>
  <id>343</id>
  <revision>
    <id>659</id>
    <timestamp>2014-12-01T10:28:28Z</timestamp>
    <contributor>
      <username>Em Campbell-Pretty</username>
      <id>349</id>
    </contributor>
    <comment>Added  details for An Agile Christmas Carol</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2208" xml:space="preserve">===Use:===
At the end of the year to reflect on the year that was and surface people wishes for the year ahead.
===Length of time:===
1 hour for a large group of 50+ people. Less for smaller groups.
===Short Description:===
This retrospective has three components, based on Christmas past, Christmas present and Christmas present. 
(1) Christmas Past - each person writes down their greatest regret from the past year, then lets it go by tearing it up.
(2) Christmas Present - team members share appreciations for people they have worked with during the year.
(3) Christmas Future - each person tells Santa their wish for the team to receive in the future.
===Materials:===
Shapries, Index cards, a wall or whiteboard, blu tack, a cardboard box, optional - santa suit and skeleton
===Process:===
Before the retrospective
* Line up someone outside the team, perhaps a senior manager to play Santa.
* The day before the retrospective given each team member a wish card (an index card with the words "All I want for Christmas is..." printed on it)
* Ask each team member to write one wish for the team / group and bring it to the retrospective to share with the team (and Santa).
Running the retrospective
* Explain the theme of the retrospective inspired by "A Christmas Carol"
Start with Christmas Past.
* Asked everyone to take an index card and a Sharpie and spend a few moments reflecting on the year that was. What is their largest regret, the one thing they wish they could change?  Once everyone has written down one thing ask them to"let go" of the past by tearing up the card and throwing it in the cardboard box (optionally held by a skeleton). Team members tend to find the act cathartic.
Next move to Christmas Present.
* Asked everyone to think about who had been naughty and nice, then share their appreciations thoughts with the group. 
The final section is Christmas Future. 
* Each team member reads out their wish and gives it to Santa (assuming you can find a volunteer) to create a word cloud. 
* Following the retrospective the group leaders should look for opportunities to grant some of the Christmas wishes.
===Source:===
http://www.prettyagile.com/2013/12/an-agile-christmas-story.html</text>
    <sha1>ab3d7a6161dde17b11ffc9d93da76145bb282478</sha1>
  </revision>
  <revision>
    <id>678</id>
    <parentid>659</parentid>
    <timestamp>2015-02-19T16:14:27Z</timestamp>
    <contributor>
      <username>Erik Westrup</username>
      <id>372</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2207" xml:space="preserve">===Use:===
At the end of the year to reflect on the year that was and surface people wishes for the year ahead.
===Length of time:===
1 hour for a large group of 50+ people. Less for smaller groups.
===Short Description:===
This retrospective has three components, based on Christmas past, Christmas present and Christmas future. 
(1) Christmas Past - each person writes down their greatest regret from the past year, then lets it go by tearing it up.
(2) Christmas Present - team members share appreciations for people they have worked with during the year.
(3) Christmas Future - each person tells Santa their wish for the team to receive in the future.
===Materials:===
Shapries, Index cards, a wall or whiteboard, blu tack, a cardboard box, optional - santa suit and skeleton
===Process:===
Before the retrospective
* Line up someone outside the team, perhaps a senior manager to play Santa.
* The day before the retrospective given each team member a wish card (an index card with the words "All I want for Christmas is..." printed on it)
* Ask each team member to write one wish for the team / group and bring it to the retrospective to share with the team (and Santa).
Running the retrospective
* Explain the theme of the retrospective inspired by "A Christmas Carol"
Start with Christmas Past.
* Asked everyone to take an index card and a Sharpie and spend a few moments reflecting on the year that was. What is their largest regret, the one thing they wish they could change?  Once everyone has written down one thing ask them to"let go" of the past by tearing up the card and throwing it in the cardboard box (optionally held by a skeleton). Team members tend to find the act cathartic.
Next move to Christmas Present.
* Asked everyone to think about who had been naughty and nice, then share their appreciations thoughts with the group. 
The final section is Christmas Future. 
* Each team member reads out their wish and gives it to Santa (assuming you can find a volunteer) to create a word cloud. 
* Following the retrospective the group leaders should look for opportunities to grant some of the Christmas wishes.
===Source:===
http://www.prettyagile.com/2013/12/an-agile-christmas-story.html</text>
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<page arvcontinue="20140910140942|649">
  <title>User:Matt Sullivan</title>
  <ns>2</ns>
  <id>344</id>
  <revision>
    <id>660</id>
    <timestamp>2015-01-06T11:15:53Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="51" xml:space="preserve">Product Manager at Carbon Five (www.carbonfive.com)</text>
    <sha1>d8570d4dc2cc7181a180ad64ee9ddf9ab82e020e</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Matt Sullivan</title>
  <ns>3</ns>
  <id>345</id>
  <revision>
    <id>661</id>
    <timestamp>2015-01-06T11:15:54Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="280" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:15, 6 January 2015 (PST)</text>
    <sha1>1c08aa3d5c9fb45c17de21979442f57a0fec3ea9</sha1>
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</page>
<page arvcontinue="20140910140942|649">
  <title>User:Crux Assay</title>
  <ns>2</ns>
  <id>346</id>
  <revision>
    <id>662</id>
    <timestamp>2015-01-06T11:16:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1965" xml:space="preserve">A practiced IT professional, ISTQB qualified, with widened experience delivering effectively to time and budget on a variety of complex, small / large-scale projects in various IT sectors - ERP, Marketing, Travel &amp; Tourism, Media and Power.
Looking for opportunity to further excel and extend my career in “Software Testing”, by converting my innovative ideas and acquired skills into quantifiable business outcomes. Being a sagacious professional, committed to work towards organizational aims, as well as individual goals – by harnessing individual potentials and corporate resources.
Summary of Roles Played/Summary of Task Performed    
•	Experience in Manual Testing/ Database Testing, exposure of automation, Performance Testing with involvement in test activities (Test Implementation ,Release Management)
•	Experienced and acquainted with software testing lifecycle, Testing concepts, Methodologies &amp; Processes.
•	Having experience in managing team, Create daily testing status report, Release status report, Play scribe role in meetings, sharing testing results with stake holders. 
•	Experience in Window ,Web, Product and Mobile testing (iPhone, iPad)
•	Experience in type of testing involves Static /Dynamic testing techniques, Structure-Based, Specification - Based, Exploratory, Re-Regression, UI, Integration, UA, Compliance testing.
•	Perform Verification, Validation, Smoke, Sanity, Alpha, Beta, System, Integration Testing.
•	Experience in Design, Development, Tracking and Reviewing of test artifacts (Test Plan, Test Cases, RTM, BPN, Release Notes)using Test management tools 
•	Took Part in ISO and CMMI audits and create artefacts related to them. Create testing Matrices as per CMMI process.
•	Creating Testing Environment / Test Data and Deploy build in testing and staging servers  
Professional Certification
•	Certification of Profession CTFL International Software Testing Qualification Board : ITB-CTFL-0037438</text>
    <sha1>603cfce0908beeed29d7f274d30222024f06f295</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Crux Assay</title>
  <ns>3</ns>
  <id>347</id>
  <revision>
    <id>663</id>
    <timestamp>2015-01-06T11:16:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="280" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:16, 6 January 2015 (PST)</text>
    <sha1>2e9a242f40ec639236f706c2e644733817379e54</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Jeanne Horvath</title>
  <ns>2</ns>
  <id>348</id>
  <revision>
    <id>664</id>
    <timestamp>2015-01-08T12:42:40Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="94" xml:space="preserve">Lead Business Systems Analyst with University of Michigan Identity and Access Management team.</text>
    <sha1>ef441337fb23aedc79772da7266eaea1d19caba9</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Jeanne Horvath</title>
  <ns>3</ns>
  <id>349</id>
  <revision>
    <id>665</id>
    <timestamp>2015-01-08T12:42:40Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="280" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 04:42, 8 January 2015 (PST)</text>
    <sha1>bba5c385e0bf0fe8fb36f4a072f3ea2e346c7c0c</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Valmeeki Phani Krishna</title>
  <ns>2</ns>
  <id>350</id>
  <revision>
    <id>666</id>
    <timestamp>2015-01-08T12:43:05Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="27" xml:space="preserve">Working as a tester for CTS</text>
    <sha1>f91974a1f421867765f2e6aa9ac11f9c9bc52c21</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Valmeeki Phani Krishna</title>
  <ns>3</ns>
  <id>351</id>
  <revision>
    <id>667</id>
    <timestamp>2015-01-08T12:43:06Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="280" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 04:43, 8 January 2015 (PST)</text>
    <sha1>bfbc7970b784f69fd24f71299dd5df2b880f6f10</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Mariela Lopez Cortez</title>
  <ns>2</ns>
  <id>352</id>
  <revision>
    <id>668</id>
    <timestamp>2015-01-08T12:44:50Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="552" xml:space="preserve">Functional Analyst and Professional in Project Management. I have 20 years experience in major software factories in Argentina, Mexico, Brasil and Uruguay. My background is in Communication Science: my focus is the importance of communication in human relationships. In the last year I am Scrum Master in YPF, Argentina's main company, dedicated to the extraction and exploitation of hydrocarbons.
My goal is certified Scrum and Kanban, I'm realizing that be a great way to put together my training, experience, abilities and orientation to the future.</text>
    <sha1>610d3d99ccdbdd0b50ac9e4eb3978732811e16d8</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Mariela Lopez Cortez</title>
  <ns>3</ns>
  <id>353</id>
  <revision>
    <id>669</id>
    <timestamp>2015-01-08T12:44:50Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="280" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 04:44, 8 January 2015 (PST)</text>
    <sha1>d0dd9d9d0d8a94570b370cf79bb68e4072dddede</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Zrajm</title>
  <ns>2</ns>
  <id>354</id>
  <revision>
    <id>670</id>
    <timestamp>2015-02-03T14:48:23Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="447" xml:space="preserve">I'm a test engineer and scrum master at Vizrt Sweden. I've been working here since mid 2014, and been a scrum master for about 4–5 months. I'm trying to improve how I do my retrospectives.


And, yes, my name is really zrajm -- since the name is unique in the world I don't use my lastname, nor capitalise it. Here's a website showing the Swedish population register: http://www.upplysning.se/person/data/?id=7bb6ee82-93aa-9823-1cd4-18f0482e6e9f</text>
    <sha1>65e24d181ef2028baae7ecb21ac729e0c19399cf</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Zrajm</title>
  <ns>3</ns>
  <id>355</id>
  <revision>
    <id>671</id>
    <timestamp>2015-02-03T14:48:23Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="281" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:48, 3 February 2015 (PST)</text>
    <sha1>b1dab313759c0527403938f45862946cf6d0caa1</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Sandy Mamoli</title>
  <ns>2</ns>
  <id>356</id>
  <revision>
    <id>672</id>
    <timestamp>2015-02-09T09:13:26Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="110" xml:space="preserve">Agile in the mind - body trapped in the South Pacific. Director of All Things Agile at Nomad8 (www.nomad8.com)</text>
    <sha1>63ad9805312ca1c0bcff1fd7aa45c226f2663594</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Sandy Mamoli</title>
  <ns>3</ns>
  <id>357</id>
  <revision>
    <id>673</id>
    <timestamp>2015-02-09T09:13:26Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="281" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:13, 9 February 2015 (PST)</text>
    <sha1>c936e053824bd5c2f76133fc0230b7aa52bb39ef</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>External Resources</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>674</id>
    <parentid>646</parentid>
    <timestamp>2015-02-10T14:22:16Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4099" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs'''
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>4756e9284a54324622f809cd317c1ddc76f680df</sha1>
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</page>
<page arvcontinue="20140910140942|649">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>675</id>
    <parentid>638</parentid>
    <timestamp>2015-02-10T14:26:01Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2036" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://blog.robbowley.net/2009/02/02/top-five-retrospective-plan/ Energy Seismograph] (explained at top)
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://www.practiceagile.com/2014_03_01_archive.html Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]</text>
    <sha1>5df1eae9584a8bc6dec4abc7e68608fdf8da3bc1</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Erik Westrup</title>
  <ns>2</ns>
  <id>358</id>
  <revision>
    <id>676</id>
    <timestamp>2015-02-19T11:00:14Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="52" xml:space="preserve">Hi, I'm a software developer interessted in agile-*.</text>
    <sha1>08754f5477264c4b33e15e878a400e009a68be08</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Erik Westrup</title>
  <ns>3</ns>
  <id>359</id>
  <revision>
    <id>677</id>
    <timestamp>2015-02-19T11:00:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:00, 19 February 2015 (PST)</text>
    <sha1>d000e6a3ea0ef568422bc70af2a2792f19ad57db</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:James Cade</title>
  <ns>2</ns>
  <id>360</id>
  <revision>
    <id>679</id>
    <timestamp>2015-02-23T12:25:20Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="139" xml:space="preserve">Agile practitioner with experience as an analyst and product owner, and more recently as scrum master.
Holds CSPO and PSM 1 certifications.</text>
    <sha1>956e24fc1ae0d334ecf212322d4553bfd0bd6bcf</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:James Cade</title>
  <ns>3</ns>
  <id>361</id>
  <revision>
    <id>680</id>
    <timestamp>2015-02-23T12:25:20Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 04:25, 23 February 2015 (PST)</text>
    <sha1>8e45d3cf29377a3de726424415d5674880d9b829</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>Tiny Retrospective</title>
  <ns>0</ns>
  <id>362</id>
  <revision>
    <id>682</id>
    <timestamp>2015-02-25T12:56:47Z</timestamp>
    <contributor>
      <username>James Cade</username>
      <id>373</id>
    </contributor>
    <comment>New retrospective plan : Tiny Retrospective</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1615" xml:space="preserve">===Use:===
Use to get the team to focus on the really small things that can sometimes make a big difference. For example one team came up with an action to move the lunch hour back by half an hour. The result was more work done in the morning, shorter afternoons and a much happier team! – though the total hours worked were unchanged.
===Length of time:===
60 minutes.
===Short Description:===
Retro that focusses on the really tiny things that can sometimes make a big difference.
===Materials:===
Whiteboard, post-it notes, pens, whiteboard markers.
===Process:===
Divide the whiteboard into sections covering Technical, Process, People and Other. Add another section called Big Ideas Parking Lot.

Explain that this retro is focussing on the really small things that might make a difference. Allow the team to write up post-it notes and put them into the relevant sections. The Big Ideas Parking Lot allows them to capture any thoughts that are not really small, for later discussion another time. They should read out what they have written as they put the note on the board.

When all the team have contributed, ask some members to group the post-its.

Then get the team to vote on the grouping they most want to talk about. Allow 3 votes per team member (can put a mark using a whiteboard marker).

Allow the team to discuss the grouping with the most votes, and record the actions (suggest 1-3) that result from the discussion.

===Source:===
James Cade, inspired by the TED talk “Sweat the small stuff” by Rory Sutherland (https://www.ted.com/talks/rory_sutherland_sweat_the_small_stuff?language=en).</text>
    <sha1>25325c851a0da8d71be62576e5d42a31f2d570ad</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Toby Molina</title>
  <ns>2</ns>
  <id>363</id>
  <revision>
    <id>683</id>
    <timestamp>2015-03-04T09:58:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="42" xml:space="preserve">I am a current scrum master and team lead.</text>
    <sha1>a26e4fedf893f5141a9d7b5ce221d2341e1ebe00</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Toby Molina</title>
  <ns>3</ns>
  <id>364</id>
  <revision>
    <id>684</id>
    <timestamp>2015-03-04T09:58:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="278" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:58, 4 March 2015 (PST)</text>
    <sha1>72f3531f9d76bcbc70a1bd8e98ce4b571d2443d9</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>Deep Tissue Massage Retrospective</title>
  <ns>0</ns>
  <id>365</id>
  <revision>
    <id>687</id>
    <timestamp>2015-03-04T23:13:37Z</timestamp>
    <contributor>
      <username>Sandy Mamoli</username>
      <id>371</id>
    </contributor>
    <comment>New retrospective plan: Deep tissue massage retrospective</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4671" xml:space="preserve">===Use:===

Even with high performing teams sometimes there are common themes coming up again and again in each retrospective. Much like a tight spot in a muscle that keeps lingering around (until we get a good massage) those issues keep coming back until we pay them enough attention to make them disappear. Use the  “Deep tissue massage retrospective” to massage out your team’s sore knots!

===Length of time:===
60 minutes but can be shortened to 30 - 40 if needed

===Short Description:===

Find a knot to massage then imagine what the ideal, world-class team would do. Plan the next steps for getting there. 
 
===Materials:===
Post-it notes, sharpies

===Process:===

'''1. Applying The Oil'''
Put an image on the screen for massage (Don’t google muscle knots, trust me!)

Set the scene by explaining the massage theme: "If you have ever had a massage, then it usually starts all nicey nice – soft music and long strokes.  Then they find a lump, or a knot in your muscle and they roll their sleeves up and really go to work.  Now it is focused attention,  really kneading, pressing and pushing to smooth out the knot.  I’d ike us to find some knots and have a go and smoothing them out! Let’s do a targeted retro – in the sense of tackling some specific issue(s) and really getting into them. First we need to find the knots: ..."

'''2. Finding the Knot'''
Preparation: Have a look at and think about your old retros. You can either do this during the retrospective or ask people to come prepared.

a)  Individually write down anything that feels like a knot. A one off niggle is not a knot, a knot is something that has formed over a prolonged period of time. Write these down individually now for 2-3 mins, talk to people if you like but keep your notes to yourself.*If you have anything else that you would like to talk about in the retro, not a knot but something that is front of mind, then just write that down too and put it on separate sheet.

b)  Take 2-3 minutes as a group to choose the two most painful knots. Group them into themes first if you need to (let people choose how to select, if they can’t decide use dot voting).

'''3. Get to Work – Kneading'''

You’ve found the knots, now get into it!

a) (Set timer for 3 minutes) Split into 2 groups of 2 or 3 people and start by writing down why this is a problem.  What does it mean for the team and why has it come up before/again.  What the ideal team would do in respect to your first knot and how this is different from the squad at the moment.Note: you could tackle the same issue, or different ones as you see fit.

Write anything that would take you to being the ideal team, the 100%ers, the ultimate team.  The best squad not just in your organisation,  not in your country but where Google, Facebook and Netflix would walk in and say you guys are an incredible unit.

b)  (Set timer for 5 minutes) talk about exactly what that means you should do, if there is a big or improbable solution then what is the first step?  What could you do more of, less of, change to make you the ultimate team?

Could be a tiny step, a change in behaviour, a tool, a person… What could you do more of? What is holding you back?

c) (Set timer for 3 minutes) Now you have 3 more minutes – what other options can you come up with?

d) Report back to the other teams.

e) What will you do, how will you make sure you actually do it and hold yourselves to account?  How are you going to make sure you won’t talk about the same issue at your next retro?

Note if there is nothing, literally nothing you can do, can you record this somewhere so that you don’t spend any time worrying about it and talking about it in your retros.

Option to continue for further 5 minutes if more discussion is needed or if the ideas are flowing

f) Now tackle the next most important issue/theme from the centre of the table. Rinse and Repeat. Option to partner up and walk/talk for 5 minutes if low on energy.

'''4. Get dressed, the massage is over'''

Now relax and review what actions/notes you have come up with.

Where are you going to put them so that you remember them?  And how will you check that they have made improvements in the next retro?

A healthy body needs a massage every two weeks… It may or may not be the same knot by then.  Sometimes the knot reforms, sometimes it appears somewhere else.

'''5. Follow up
'''
Send around the output and notes.  Ask everyone for an image which describes how they feel about the retrospective. (Again, tell them not to google muscle knots ;-)

===Source:===
http://nomad8.com/deep-tissue-massage-retrospective/ by Sandy Mamoli and David Mole</text>
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  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Niraj Patel</title>
  <ns>2</ns>
  <id>366</id>
  <revision>
    <id>690</id>
    <timestamp>2015-03-31T15:58:13Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="34" xml:space="preserve">Niraj Patel - Developer at Masabi.</text>
    <sha1>514f24cd6372ee186ad84d3d2e776c8152a09f70</sha1>
  </revision>
  <revision>
    <id>692</id>
    <parentid>690</parentid>
    <timestamp>2015-03-31T16:00:48Z</timestamp>
    <contributor>
      <username>Niraj Patel</username>
      <id>375</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="45" xml:space="preserve">Developer at [http://www.masabi.com/ Masabi].</text>
    <sha1>5425a25a38bcfff20fe6c596cefbc051cdd239f2</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Niraj Patel</title>
  <ns>3</ns>
  <id>367</id>
  <revision>
    <id>691</id>
    <timestamp>2015-03-31T15:58:14Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 08:58, 31 March 2015 (PDT)</text>
    <sha1>744b4308036cfbd9e9e2f289f3d8f19f6ad7b46f</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>Tips &amp; tricks</title>
  <ns>0</ns>
  <id>39</id>
  <revision>
    <id>693</id>
    <parentid>647</parentid>
    <timestamp>2015-03-31T16:15:55Z</timestamp>
    <contributor>
      <username>Niraj Patel</username>
      <id>375</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2953" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood (see below)
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time. Develop a [http://www.benlinders.com/2013/have-a-toolbox-of-retrospective-techniques/ toolbox with exercises].
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.
*Create awareness for [http://www.benlinders.com/2013/retrospective-benefits-power-to-the-team/ Retrospective Benefits]


----
'''Warmup Exercise - Sprint Draw &amp; Guess'''

A fun 10 minute warmup. I don't know the source of this, so am happy to be corrected.

Ingredients:
*X index cards per team member, where X is the total number of people within the dev team
*Sharpies or pens
*A pair of phones to use as countdown timers

Method:
*Give each person index cards and a sharpie/pen
*Each person should write 1 to X in the top left corner of the index cards, front to back
*If team size is even, each person has 1 minute to draw (without using words) how they felt the previous sprint went
*If team size is odd, each person has 30 seconds to write down in words how they felt about the previous sprint
*On completion, place the card at the back of the stack and pass it to the right
*The next person, looking only at the last card at the back, attempts to interpret it 
**If they see a drawing, attempt to write down what it represents
**If they see text, draw it
*Facilitator should keep time - 1 min for drawing and 30 seconds for writing
**Everyone should be doing the same thing
*Keep going around until you write or draw on the last card
*Once complete, lay them all out in order
*Enjoy comparing the interpretations
*Leave the index cards out during the rest of the retrospective, as a visual aid to whatever activity you have planned
** Alternatively, if the activity planned requires index cards, just flip them over and reuse

Sounds silly, but is rather great in lightening the mood.</text>
    <sha1>7b967c007036aae3b5b23da7b4c4ce0da6c3ac75</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Sophia Carmien</title>
  <ns>2</ns>
  <id>368</id>
  <revision>
    <id>694</id>
    <timestamp>2015-04-11T08:01:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="51" xml:space="preserve">I am a ScrumMaster with interest in Agile coaching.</text>
    <sha1>9672197a1761d86b375eb9ffdace609080ece9bd</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Sophia Carmien</title>
  <ns>3</ns>
  <id>369</id>
  <revision>
    <id>695</id>
    <timestamp>2015-04-11T08:01:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:01, 11 April 2015 (PDT)</text>
    <sha1>78c9289961d9c6a8275d1f8dfbd672af2de122f4</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User:Stephen Holtom</title>
  <ns>2</ns>
  <id>370</id>
  <revision>
    <id>696</id>
    <timestamp>2015-04-11T08:02:14Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="74" xml:space="preserve">Software Engineer and Product Owner for a SCRUM team in a medical company.</text>
    <sha1>00e9eb1c14f2b7ccf8762bf91f60612f9300814e</sha1>
  </revision>
</page>
<page arvcontinue="20140910140942|649">
  <title>User talk:Stephen Holtom</title>
  <ns>3</ns>
  <id>371</id>
  <revision>
    <id>697</id>
    <timestamp>2015-04-11T08:02:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:02, 11 April 2015 (PDT)</text>
    <sha1>d379d62ef4554a2477dc0b8e981f9fb4c1b97fbe</sha1>
  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>Glad, Sad, Mad</title>
  <ns>0</ns>
  <id>372</id>
  <revision>
    <id>699</id>
    <timestamp>2015-04-14T09:28:57Z</timestamp>
    <contributor>
      <username>Stephen Holtom</username>
      <id>377</id>
    </contributor>
    <comment>New retrospective: Glad, Sad, Mad</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3686" xml:space="preserve">===Use:===
A basic, “no gimmicks” retrospective plan, with a slight lean towards breadth over depth in terms of discussing issues.
===Length of time:===
Up to 60 minutes.
===Short Description:===
Issues, changes or observations made during a sprint are listed by all participants and then categorized as either Glad, Sad or Mad. These broadly represent positive notes about the sprint/team, negative notes about the sprint/team, and “gripes” (which are often more broad than just actions of the team), respectively. 
Participants then vote on the issues to be discussed and the issues are then discussed from highest to lowest number of votes until all issues have been discussed or there is no time remaining. 
===Materials:===
Index cards, flipchart/whiteboard, pens 
===Process:===
The participants each separately write notes on observations they have made regarding the previous sprint. These notes should be brief and written on small index cards. Examples might be “Renderer optimization completed ahead of schedule” or “JIRA task descriptions are not very clear”.
The notes can be on good or bad observations. They can reflect changes in this sprint or a persistent issue. Importantly, they should not be limited to only actions of the team members. For example, an observation might be “Still waiting for IT to grant access to the shared folder”.
This activity is time-boxed to 10 or 15 minutes.
The next step is that participants each in turn describe their cards and place each card on the whiteboard. The description of each card should be very brief; only enough so that the teammembers understand the meaning of the card. Furthermore, teammembers must not interrupt except to ask for further clarification (i.e. there should be no acceptance or rejection of ideas at this stage).

The whiteboard is divided into 3 columns titled Glad, Sad and Mad (alternatively, smilies can be used), and each note must be placed into one of the columns based on how that observation makes the person feel. 
Obviously Sad and Mad both cover negative issues, the distinction is useful however because the “Mad” column encourages team members to think of issues that may be external to the team, but which nonetheless impacted the sprint. Even an issue as apparently off-topic as difficulty finding a parking space in the morning, could be something that affects many team members and could potentially be actioned.
Placing cards on the board should be timeboxed to 10 or 15 minutes.
The cards are then grouped; issues which essentially refer to the same thing are moved physically together, which should take less than 5 minutes. A single person must take responsibility for performing this grouping. 
The next step is that all participants vote on which (grouped) issues to discuss further. The quickest way to perform this vote is that each person marks the cards that they wish to discuss, for example with a circle, and every person can only mark so many cards. A typical limit is 5 cards. This voting can be performed in parallel, so less than 10 minutes should be adequate.   
Finally, the “chair” of the retrospective (often the Scrummaster), leads a discussion of the issues in descending order. At this point participants can agree or disagree with the observation, but the discussion should primarily be focused on actions that can be performed in the next sprint. Even in the case of “Glad” issues, there may be actions that could build on that success.
The discussion ends when the 1 hour is up, or all issues have been discussed (whichever happens first).
===Source:===
This is a popular retrospective format and the original source is unknown.</text>
    <sha1>fa421ee1ec5a16522b5a1832f12b22a92d13d6c2</sha1>
  </revision>
  <revision>
    <id>701</id>
    <parentid>699</parentid>
    <timestamp>2015-04-14T09:31:15Z</timestamp>
    <contributor>
      <username>Stephen Holtom</username>
      <id>377</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3690" xml:space="preserve">===Use:===
A basic, “no gimmicks” retrospective plan, with a slight lean towards breadth over depth in terms of discussing issues.
===Length of time:===
Up to 60 minutes.
===Short Description:===
Issues, changes or observations made during a sprint are listed by all participants and then categorized as either Glad, Sad or Mad. These broadly represent positive notes about the sprint/team, negative notes about the sprint/team, and “gripes” (which are often more broad than just actions of the team), respectively. 
Participants then vote on the issues to be discussed and the issues are then discussed from highest to lowest number of votes until all issues have been discussed or there is no time remaining. 
===Materials:===
Index cards, flipchart/whiteboard, pens 
===Process:===
The participants each separately write notes on observations they have made regarding the previous sprint. These notes should be brief and written on small index cards. Examples might be “Renderer optimization completed ahead of schedule” or “JIRA task descriptions are not very clear”.
The notes can be on good or bad observations. They can reflect changes in this sprint or a persistent issue. Importantly, they should not be limited to only actions of the team members. For example, an observation might be “Still waiting for IT to grant access to the shared folder”.
This activity is time-boxed to 10 or 15 minutes.
The next step is that participants each in turn describe their cards and place each card on the whiteboard. The description of each card should be very brief; only enough so that the teammembers understand the meaning of the card. Furthermore, teammembers must not interrupt except to ask for further clarification (i.e. there should be no acceptance or rejection of ideas at this stage).

The whiteboard is divided into 3 columns titled Glad, Sad and Mad (alternatively, smilies can be used), and each note must be placed into one of the columns based on how that observation makes the person feel. 
Obviously Sad and Mad both cover negative issues, the distinction is useful however because the “Mad” column encourages team members to think of issues that may be external to the team, but which nonetheless impacted the sprint. Even an issue as apparently off-topic as difficulty finding a parking space in the morning, could be something that affects many team members and could potentially be actioned.
Placing cards on the board should be timeboxed to 10 or 15 minutes.

The cards are then grouped; issues which essentially refer to the same thing are moved physically together, which should take less than 5 minutes. A single person must take responsibility for performing this grouping. 

The next step is that all participants vote on which (grouped) issues to discuss further. The quickest way to perform this vote is that each person marks the cards that they wish to discuss, for example with a circle, and every person can only mark so many cards. A typical limit is 5 cards. This voting can be performed in parallel, so less than 10 minutes should be adequate.   

Finally, the “chair” of the retrospective (often the Scrummaster), leads a discussion of the issues in descending order. At this point participants can agree or disagree with the observation, but the discussion should primarily be focused on actions that can be performed in the next sprint. Even in the case of “Glad” issues, there may be actions that could build on that success.
The discussion ends when the 1 hour is up, or all issues have been discussed (whichever happens first).

===Source:===
This is a popular retrospective format and the original source is unknown.</text>
    <sha1>f25262e323aa84ac4bb3a0ee9918c46245e8a553</sha1>
  </revision>
  <revision>
    <id>702</id>
    <parentid>701</parentid>
    <timestamp>2015-04-14T09:32:34Z</timestamp>
    <contributor>
      <username>Stephen Holtom</username>
      <id>377</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3691" xml:space="preserve">===Use:===
A basic, “no gimmicks” retrospective plan, with a slight lean towards breadth over depth in terms of discussing issues.
===Length of time:===
Up to 60 minutes.
===Short Description:===
Issues, changes or observations made during a sprint are listed by all participants and then categorized as either Glad, Sad or Mad. These broadly represent positive notes about the sprint/team, negative notes about the sprint/team, and “gripes” (which are often more broad than just actions of the team), respectively. 
Participants then vote on the issues to be discussed and the issues are then discussed from highest to lowest number of votes until all issues have been discussed or there is no time remaining. 
===Materials:===
Index cards, flipchart/whiteboard, pens 
===Process:===
The participants each separately write notes on observations they have made regarding the previous sprint. These notes should be brief and written on small index cards. Examples might be “Renderer optimization completed ahead of schedule” or “JIRA task descriptions are not very clear”.
The notes can be on good or bad observations. They can reflect changes in this sprint or a persistent issue. Importantly, they should not be limited to only actions of the team members. For example, an observation might be “Still waiting for IT to grant access to the shared folder”.
This activity is time-boxed to 10 or 15 minutes.

The next step is that participants each in turn describe their cards and place each card on the whiteboard. The description of each card should be very brief; only enough so that the teammembers understand the meaning of the card. Furthermore, teammembers must not interrupt except to ask for further clarification (i.e. there should be no acceptance or rejection of ideas at this stage).

The whiteboard is divided into 3 columns titled Glad, Sad and Mad (alternatively, smilies can be used), and each note must be placed into one of the columns based on how that observation makes the person feel. 
Obviously Sad and Mad both cover negative issues, the distinction is useful however because the “Mad” column encourages team members to think of issues that may be external to the team, but which nonetheless impacted the sprint. Even an issue as apparently off-topic as difficulty finding a parking space in the morning, could be something that affects many team members and could potentially be actioned.
Placing cards on the board should be timeboxed to 10 or 15 minutes.

The cards are then grouped; issues which essentially refer to the same thing are moved physically together, which should take less than 5 minutes. A single person must take responsibility for performing this grouping. 

The next step is that all participants vote on which (grouped) issues to discuss further. The quickest way to perform this vote is that each person marks the cards that they wish to discuss, for example with a circle, and every person can only mark so many cards. A typical limit is 5 cards. This voting can be performed in parallel, so less than 10 minutes should be adequate.   

Finally, the “chair” of the retrospective (often the Scrummaster), leads a discussion of the issues in descending order. At this point participants can agree or disagree with the observation, but the discussion should primarily be focused on actions that can be performed in the next sprint. Even in the case of “Glad” issues, there may be actions that could build on that success.
The discussion ends when the 1 hour is up, or all issues have been discussed (whichever happens first).

===Source:===
This is a popular retrospective format and the original source is unknown.</text>
    <sha1>86b7a5bfcaf5d3a560a6acac30833e9f95a80de9</sha1>
  </revision>
  <revision>
    <id>703</id>
    <parentid>702</parentid>
    <timestamp>2015-04-15T03:12:08Z</timestamp>
    <contributor>
      <username>Stephen Holtom</username>
      <id>377</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3710" xml:space="preserve">===Use:===
A basic, “no gimmicks” retrospective plan, with a slight lean towards breadth over depth in terms of discussing issues.
===Length of time:===
Up to 60 minutes.
===Short Description:===
Issues, changes or observations made during a sprint are listed by all participants and then categorized as either Glad, Sad or Mad. These broadly represent positive notes about the sprint/team, negative notes about the sprint/team, and “gripes” (which are often more broad than just actions of the team), respectively. 
Participants then vote on the issues to be discussed and the issues are then discussed from highest to lowest number of votes until all issues have been discussed or there is no time remaining. 
===Materials:===
Index cards, flipchart/whiteboard, pens 
===Process:===
The participants each separately write notes on observations they have made regarding the previous sprint. These notes should be brief and written on small index cards. Examples might be “Renderer optimization completed ahead of schedule” or “JIRA task descriptions are not very clear”.
The notes can be on good or bad observations. They can reflect changes in this sprint or a persistent issue. Importantly, they should not be limited to only actions of the team members. For example, an observation might be “Still waiting for IT to grant access to the shared folder”.
This activity is time-boxed to 10 or 15 minutes.

The next step is that participants each in turn describe their cards and place each card on the whiteboard. The description of each card should be very brief; only enough so that the teammembers understand the meaning of the card. Furthermore, teammembers must not interrupt except to ask for further clarification (i.e. there should be no acceptance or rejection of ideas at this stage).

The whiteboard is divided into 3 columns titled Glad, Sad and Mad (alternatively, smilies can be used), and each note must be placed into one of the columns based on how that observation makes the person feel. 
Obviously Sad and Mad both cover negative issues, the distinction is useful however because the “Mad” column encourages team members to think of issues that may be external to the team, but which nonetheless impacted the sprint. Even an issue as apparently off-topic as difficulty finding a parking space in the morning, could be something that affects many team members and could potentially be actioned.
Placing cards on the board should be timeboxed to 10 or 15 minutes.

The cards are then grouped; issues which essentially refer to the same thing are moved physically together, which should take less than 5 minutes. A single person must take responsibility for performing this grouping. 

The next step is that all participants vote on which (grouped) issues to discuss further. The quickest way to perform this vote is that each person marks the cards that they wish to discuss, for example with a circle, and every person can only mark so many cards. A typical limit is 5 cards. This voting can be performed in parallel, so less than 10 minutes should be adequate.   

Finally, the “chair” of the retrospective (often the Scrummaster), leads a discussion of the issues in descending order of number of votes. At this point participants can agree or disagree with the observation, but the discussion should primarily be focused on actions that can be performed in the next sprint. Even in the case of “Glad” issues, there may be actions that could build on that success.
The discussion ends when the 1 hour is up, or all issues have been discussed (whichever happens first).

===Source:===
This is a popular retrospective format and the original source is unknown.</text>
    <sha1>18dd721b9d068515c7b1d2e947db58aa6e4c2189</sha1>
  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>700</id>
    <parentid>698</parentid>
    <timestamp>2015-04-14T09:30:13Z</timestamp>
    <contributor>
      <username>Stephen Holtom</username>
      <id>377</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5585" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
}</text>
    <sha1>766251a8b0d4ea9ae837794b506cb0332feaa0e5</sha1>
  </revision>
  <revision>
    <id>735</id>
    <parentid>700</parentid>
    <timestamp>2015-08-26T13:27:40Z</timestamp>
    <contributor>
      <username>Em Campbell-Pretty</username>
      <id>349</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5591" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
}</text>
    <sha1>365733979964a5a6e2aa57adf4aa420fc6cf7e34</sha1>
  </revision>
  <revision>
    <id>744</id>
    <parentid>735</parentid>
    <timestamp>2015-10-28T20:31:27Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5589" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-</text>
    <sha1>efc936a7b655a745ede9a00e6776e3500fa1a505</sha1>
  </revision>
  <revision>
    <id>745</id>
    <parentid>744</parentid>
    <timestamp>2015-10-28T20:31:40Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5588" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-</text>
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  </revision>
  <revision>
    <id>746</id>
    <parentid>745</parentid>
    <timestamp>2015-10-28T20:32:04Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5589" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-</text>
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  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>User:LuisMSGoncalves</title>
  <ns>2</ns>
  <id>373</id>
  <revision>
    <id>704</id>
    <timestamp>2015-04-20T07:55:14Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1097" xml:space="preserve">My name is Luis Gonçalves and I am an Agile Coach, Co-Author, Speaker and a Blogger

I have been working in the software industry since 2003, being an Agile practitioner since 2007. I have a lot of experience in integrating sequential projects phases like localization into an Agile Framework and pioneering Agile adoption at different companies and different contexts.

I am a co-author of a book called: "Getting Value Out of Agile Retrospectives". 

I have a technical background yet my passion lies at the Management side where I am a Management 3.0 passionate. 

I am a co-founder of a MeetUp group in Munich, Germany called High Performing Teams. Me and my colleagues created this group with the vision of "Define the future of Management and Leadership" . We are aiming to collaboratively generate several ideas/theories and try them out in our professional life.

I like to write and share ideas with the world and this made me a passionate blogger. I get inspiration from my professional life and from all books that I read every week. You can follow my blog on: http://lmsgoncalves.com/</text>
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  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>User talk:LuisMSGoncalves</title>
  <ns>3</ns>
  <id>374</id>
  <revision>
    <id>705</id>
    <timestamp>2015-04-20T07:55:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 00:55, 20 April 2015 (PDT)</text>
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  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>706</id>
    <parentid>675</parentid>
    <timestamp>2015-04-20T08:06:11Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1929" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.clearlearning.ca/pdf/ADA.pdf The Appreciative Mind Set &amp; Tracking and Fanning] (See also Appreciative Inquiry)
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://www.practiceagile.com/2014_03_01_archive.html Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]</text>
    <sha1>9ec70a69f3db8d0baac90da41ce2fd1295545f39</sha1>
  </revision>
  <revision>
    <id>707</id>
    <parentid>706</parentid>
    <timestamp>2015-04-20T08:06:37Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1805" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://www.practiceagile.com/2014_03_01_archive.html Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]</text>
    <sha1>c2ff7ca7695253c27a63e8ad3e9c0df35a31d551</sha1>
  </revision>
  <revision>
    <id>711</id>
    <parentid>707</parentid>
    <timestamp>2015-04-20T08:15:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1849" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://www.practiceagile.com/2014_03_01_archive.html Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]</text>
    <sha1>7df7f3a1964ed98c3d28921645b9735eafbc84b3</sha1>
  </revision>
  <revision>
    <id>743</id>
    <parentid>711</parentid>
    <timestamp>2015-10-26T14:52:41Z</timestamp>
    <contributor>
      <username>Hiren Doshi</username>
      <id>384</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1860" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]</text>
    <sha1>e91e893c3b4e2aaf24d7f5c81e8d98dbd51b8b07</sha1>
  </revision>
  <revision>
    <id>751</id>
    <parentid>743</parentid>
    <timestamp>2016-02-04T12:47:13Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1907" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.scrum-toolkit.com/ Scrum Toolkit]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]</text>
    <sha1>4c9880a71c30ae9ce231c965011dd07693ebb750</sha1>
  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>Warm Up Exercise - Sprint Draw &amp; Guess</title>
  <ns>0</ns>
  <id>375</id>
  <revision>
    <id>712</id>
    <timestamp>2015-04-20T08:15:54Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "===Warmup Exercise - Sprint Draw &amp; Guess=== A fun 10 minute warmup. I don't know the source of this, so am happy to be corrected.  'Ingredients:' *X index cards per team membe..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1447" xml:space="preserve">===Warmup Exercise - Sprint Draw &amp; Guess===
A fun 10 minute warmup. I don't know the source of this, so am happy to be corrected.

'Ingredients:'
*X index cards per team member, where X is the total number of people within the dev team
*Sharpies or pens
*A pair of phones to use as countdown timers

'Method:'
Give each person index cards and a sharpie/pen
Each person should write 1 to X in the top left corner of the index cards, front to back
If team size is even, each person has 1 minute to draw (without using words) how they felt the previous sprint went
If team size is odd, each person has 30 seconds to write down in words how they felt about the previous sprint
On completion, place the card at the back of the stack and pass it to the right
The next person, looking only at the last card at the back, attempts to interpret it
If they see a drawing, attempt to write down what it represents
If they see text, draw it
Facilitator should keep time - 1 min for drawing and 30 seconds for writing
Everyone should be doing the same thing
Keep going around until you write or draw on the last card
Once complete, lay them all out in order
Enjoy comparing the interpretations
Leave the index cards out during the rest of the retrospective, as a visual aid to whatever activity you have planned
Alternatively, if the activity planned requires index cards, just flip them over and reuse

Sounds silly, but is rather great in lightening the mood.</text>
    <sha1>58facea61b643d81dcd8a1c4f07c3f44d3240cd5</sha1>
  </revision>
  <revision>
    <id>713</id>
    <parentid>712</parentid>
    <timestamp>2015-04-20T08:16:08Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1449" xml:space="preserve">===Warmup Exercise - Sprint Draw &amp; Guess===
A fun 10 minute warmup. I don't know the source of this, so am happy to be corrected.

''Ingredients:''
*X index cards per team member, where X is the total number of people within the dev team
*Sharpies or pens
*A pair of phones to use as countdown timers

'Method:'
Give each person index cards and a sharpie/pen
Each person should write 1 to X in the top left corner of the index cards, front to back
If team size is even, each person has 1 minute to draw (without using words) how they felt the previous sprint went
If team size is odd, each person has 30 seconds to write down in words how they felt about the previous sprint
On completion, place the card at the back of the stack and pass it to the right
The next person, looking only at the last card at the back, attempts to interpret it
If they see a drawing, attempt to write down what it represents
If they see text, draw it
Facilitator should keep time - 1 min for drawing and 30 seconds for writing
Everyone should be doing the same thing
Keep going around until you write or draw on the last card
Once complete, lay them all out in order
Enjoy comparing the interpretations
Leave the index cards out during the rest of the retrospective, as a visual aid to whatever activity you have planned
Alternatively, if the activity planned requires index cards, just flip them over and reuse

Sounds silly, but is rather great in lightening the mood.</text>
    <sha1>1d217a65d06ec63fe1804e96469b07faf129c0b9</sha1>
  </revision>
  <revision>
    <id>714</id>
    <parentid>713</parentid>
    <timestamp>2015-04-20T08:16:18Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1451" xml:space="preserve">===Warmup Exercise - Sprint Draw &amp; Guess===
A fun 10 minute warmup. I don't know the source of this, so am happy to be corrected.

'''Ingredients:'''
*X index cards per team member, where X is the total number of people within the dev team
*Sharpies or pens
*A pair of phones to use as countdown timers

'Method:'
Give each person index cards and a sharpie/pen
Each person should write 1 to X in the top left corner of the index cards, front to back
If team size is even, each person has 1 minute to draw (without using words) how they felt the previous sprint went
If team size is odd, each person has 30 seconds to write down in words how they felt about the previous sprint
On completion, place the card at the back of the stack and pass it to the right
The next person, looking only at the last card at the back, attempts to interpret it
If they see a drawing, attempt to write down what it represents
If they see text, draw it
Facilitator should keep time - 1 min for drawing and 30 seconds for writing
Everyone should be doing the same thing
Keep going around until you write or draw on the last card
Once complete, lay them all out in order
Enjoy comparing the interpretations
Leave the index cards out during the rest of the retrospective, as a visual aid to whatever activity you have planned
Alternatively, if the activity planned requires index cards, just flip them over and reuse

Sounds silly, but is rather great in lightening the mood.</text>
    <sha1>f8fba052ef2da6780ba6fd9aeb454ddf4b439b04</sha1>
  </revision>
  <revision>
    <id>715</id>
    <parentid>714</parentid>
    <timestamp>2015-04-20T08:16:48Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1460" xml:space="preserve">===Warmup Exercise - Sprint Draw &amp; Guess===
A fun 10 minute warmup. I don't know the source of this, so am happy to be corrected.

'''Ingredients:'''
*X index cards per team member, where X is the total number of people within the dev team
*Sharpies or pens
*A pair of phones to use as countdown timers

'''Method:'''
#Give each person index cards and a sharpie/pen
#Each person should write 1 to X in the top left corner of the index cards, front to back
#If team size is even, each person has 1 minute to draw (without using words) how they felt the previous sprint went
#If team size is odd, each person has 30 seconds to write down in words how they felt about the previous sprint
#On completion, place the card at the back of the stack and pass it to the right
The next person, looking only at the last card at the back, attempts to interpret it
If they see a drawing, attempt to write down what it represents
If they see text, draw it
Facilitator should keep time - 1 min for drawing and 30 seconds for writing
Everyone should be doing the same thing
Keep going around until you write or draw on the last card
Once complete, lay them all out in order
Enjoy comparing the interpretations
Leave the index cards out during the rest of the retrospective, as a visual aid to whatever activity you have planned
Alternatively, if the activity planned requires index cards, just flip them over and reuse

Sounds silly, but is rather great in lightening the mood.</text>
    <sha1>1718de34407d8f132220131acff6a25f402d8d04</sha1>
  </revision>
  <revision>
    <id>716</id>
    <parentid>715</parentid>
    <timestamp>2015-04-20T08:17:30Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1472" xml:space="preserve">===Warmup Exercise - Sprint Draw &amp; Guess===
A fun 10 minute warmup. I don't know the source of this, so am happy to be corrected.

'''Ingredients:'''
*X index cards per team member, where X is the total number of people within the dev team
*Sharpies or pens
*A pair of phones to use as countdown timers

'''Method:'''
#Give each person index cards and a sharpie/pen
#Each person should write 1 to X in the top left corner of the index cards, front to back
#If team size is even, each person has 1 minute to draw (without using words) how they felt the previous sprint went
#If team size is odd, each person has 30 seconds to write down in words how they felt about the previous sprint
#On completion, place the card at the back of the stack and pass it to the right
#The next person, looking only at the last card at the back, attempts to interpret it
#If they see a drawing, attempt to write down what it represents
#If they see text, draw it
#Facilitator should keep time - 1 min for drawing and 30 seconds for writing
#Everyone should be doing the same thing
#Keep going around until you write or draw on the last card
#Once complete, lay them all out in order
#Enjoy comparing the interpretations

Leave the index cards out during the rest of the retrospective, as a visual aid to whatever activity you have planned.

Alternatively, if the activity planned requires index cards, just flip them over and reuse.

Sounds silly, but is rather great in lightening the mood.</text>
    <sha1>a198eb80ab70161eb8a0ec6d17be6be4417ad960</sha1>
  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>Tips &amp; tricks</title>
  <ns>0</ns>
  <id>39</id>
  <revision>
    <id>717</id>
    <parentid>693</parentid>
    <timestamp>2015-04-20T08:17:47Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1480" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a 'warm up' exercise to break down any tension and get people in the mood (see below)
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time. Develop a [http://www.benlinders.com/2013/have-a-toolbox-of-retrospective-techniques/ toolbox with exercises].
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.
*Create awareness for [http://www.benlinders.com/2013/retrospective-benefits-power-to-the-team/ Retrospective Benefits]</text>
    <sha1>ab362dcc6d31a38fc15821b3f0affd412dd15487</sha1>
  </revision>
</page>
<page arvcontinue="20150414092857|699">
  <title>External Resources</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>718</id>
    <parentid>674</parentid>
    <timestamp>2015-04-20T08:46:30Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4199" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs'''

*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>45cd13efe957529a72f235891f0fb74404a714d1</sha1>
  </revision>
  <revision>
    <id>719</id>
    <parentid>718</parentid>
    <timestamp>2015-04-20T08:47:05Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4200" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs'''

*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>957e36037f12df86ac77cccfcd4d301b5eedde48</sha1>
  </revision>
  <revision>
    <id>720</id>
    <parentid>719</parentid>
    <timestamp>2015-04-20T08:48:03Z</timestamp>
    <contributor>
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      <id>378</id>
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    <minor/>
    <model>wikitext</model>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs'''

*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]</text>
    <sha1>0981b3096fe102ff4d6579a3ea529a8cc43187bb</sha1>
  </revision>
  <revision>
    <id>721</id>
    <parentid>720</parentid>
    <timestamp>2015-04-20T12:51:10Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4345" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs'''

*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[http://oikosofy.com/programs/12-week-agile-retrospectives Free 12 Week Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>f60c86d76828e6f3117d365862c0f7f7cf9b7818</sha1>
  </revision>
  <revision>
    <id>722</id>
    <parentid>721</parentid>
    <timestamp>2015-04-20T14:42:00Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4529" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[http://oikosofy.com/programs/12-week-agile-retrospectives Free 12 Week Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>449ee2781943d484ba917019224f3dba9bfec9d9</sha1>
  </revision>
  <revision>
    <id>725</id>
    <parentid>722</parentid>
    <timestamp>2015-04-27T22:12:08Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4554" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[https://oikosofy.clickfunnels.com/agile-retrospectives-12-weeks-sefl-study-program Free 12 Week Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>a0dc26b2d29659105f26f7a0a280793767f61b5a</sha1>
  </revision>
  <revision>
    <id>726</id>
    <parentid>725</parentid>
    <timestamp>2015-05-29T18:15:21Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4514" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[oikosofy.com/programs/agile-retrospectives Free 12 Week Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>23005ae1131814b53d1f966f4c6ddd0c83ff9ef3</sha1>
  </revision>
  <revision>
    <id>727</id>
    <parentid>726</parentid>
    <timestamp>2015-05-29T18:15:55Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4521" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[http://oikosofy.com/programs/agile-retrospectives Free 12 Week Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>166a6ee5a197c1060f0e5e9631b56c6b6283e435</sha1>
  </revision>
  <revision>
    <id>730</id>
    <parentid>727</parentid>
    <timestamp>2015-06-02T12:49:13Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[http://oikosofy.com/programs/agile-retrospectives Free 12 Week Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>567c38e02b1aa363c0f29666bd790ff02039b3f8</sha1>
  </revision>
  <revision>
    <id>740</id>
    <parentid>730</parentid>
    <timestamp>2015-10-06T18:51:56Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives] Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>509bb54515f6dff30c968b20d3560de5384c342f</sha1>
  </revision>
  <revision>
    <id>747</id>
    <parentid>740</parentid>
    <timestamp>2015-10-28T20:41:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4688" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>bdac37f79adb7bbddeb7b05c393dc5acf5a3dce9</sha1>
  </revision>
  <revision>
    <id>748</id>
    <parentid>747</parentid>
    <timestamp>2015-11-21T19:42:05Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4836" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with 5 ebooks on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[http://www.retrospectives.eu/ retrospectives.eu/]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves</text>
    <sha1>c365bf4bfb75f78ddc50784e661a91af668f00c0</sha1>
  </revision>
  <revision>
    <id>749</id>
    <parentid>748</parentid>
    <timestamp>2015-11-21T19:42:57Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4784" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with 5 ebooks on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves</text>
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<page arvcontinue="20150414092857|699">
  <title>User:Fernando Palomo Garcia</title>
  <ns>2</ns>
  <id>376</id>
  <revision>
    <id>723</id>
    <timestamp>2015-04-21T08:06:35Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
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    <text bytes="107" xml:space="preserve">Agile Coach @ agilar.org . e-commerce CTO, Organizational and Relationship Systems Coach by @ CRR GLOBAL.</text>
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<page arvcontinue="20150414092857|699">
  <title>User talk:Fernando Palomo Garcia</title>
  <ns>3</ns>
  <id>377</id>
  <revision>
    <id>724</id>
    <timestamp>2015-04-21T08:06:36Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="279" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:06, 21 April 2015 (PDT)</text>
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<page arvcontinue="20150414092857|699">
  <title>The Prime Directive</title>
  <ns>0</ns>
  <id>41</id>
  <revision>
    <id>728</id>
    <parentid>591</parentid>
    <timestamp>2015-06-02T12:39:45Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
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    <text bytes="940" xml:space="preserve">The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become a effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

The book [http://www.amazon.com/dp/B00SWJO1DI Getting Value out of Agile Retrospectives] is being translated into many languages. We now have translations of this unique and important statement for creating safety in agile retrospectives. You can find them in [http://www.benlinders.com/2015/retrospective-prime-directive-translations/ Retrospective Prime Directive in nine languages].</text>
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  <revision>
    <id>729</id>
    <parentid>728</parentid>
    <timestamp>2015-06-02T12:40:56Z</timestamp>
    <contributor>
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      <id>344</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="941" xml:space="preserve">The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become a effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review


The book [http://www.amazon.com/dp/B00SWJO1DI Getting Value out of Agile Retrospectives] is being translated into many languages. We now have translations of this unique and important statement for creating safety in agile retrospectives. You can find them in [http://www.benlinders.com/2015/retrospective-prime-directive-translations/ Retrospective Prime Directive in nine languages].</text>
    <sha1>5642045bd8c69f81cf170d7255f747d7ba68bc54</sha1>
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<page arvcontinue="20150414092857|699">
  <title>User:Francis Balfe</title>
  <ns>2</ns>
  <id>378</id>
  <revision>
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    <timestamp>2015-06-15T13:25:46Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
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    <text bytes="557" xml:space="preserve">I'm an agile consultant working for SQS Group Ltd (primary focus on software testing and software quality). I'm a Certified Scrum Master (along with 25% of the world's population) and I am a strong believer in helping others help themselves. I've seen so many useless, dull, boring, actionless Retrospectives. I'm currently working on improving the retrospectives in a client and discovered your wiki. I've used a number of the techniques here but have discovered many more that I haven't. I hope to contribute back to the community new discoveries as I go.</text>
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<page arvcontinue="20150414092857|699">
  <title>User talk:Francis Balfe</title>
  <ns>3</ns>
  <id>379</id>
  <revision>
    <id>732</id>
    <timestamp>2015-06-15T13:25:46Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="278" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:25, 15 June 2015 (PDT)</text>
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<page arvcontinue="20150414092857|699">
  <title>User:Juliette Vandenberg</title>
  <ns>2</ns>
  <id>380</id>
  <revision>
    <id>733</id>
    <timestamp>2015-06-15T13:26:05Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="28" xml:space="preserve">I am a Developer in Germany.</text>
    <sha1>1de4cf5b297b23abcc72c36dc152596463aa3a5e</sha1>
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</page>
<page arvcontinue="20150414092857|699">
  <title>User talk:Juliette Vandenberg</title>
  <ns>3</ns>
  <id>381</id>
  <revision>
    <id>734</id>
    <timestamp>2015-06-15T13:26:05Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="278" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:26, 15 June 2015 (PDT)</text>
    <sha1>36b137ff3d73801c24588eb319ced862729eccf9</sha1>
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<page arvcontinue="20150414092857|699">
  <title>User:Diego Labajos</title>
  <ns>2</ns>
  <id>382</id>
  <revision>
    <id>736</id>
    <timestamp>2015-09-09T07:52:29Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="341" xml:space="preserve">I’m an agile enthusiast since I discovered the way it works back in 2011. I’ve been applying its philosophy since then working for gaming companies and banks. I love thinking and investigating about the best way a team can work, making people grow and creating a real team work. I believe it’s the best way to create the best products.</text>
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<page arvcontinue="20150414092857|699">
  <title>User talk:Diego Labajos</title>
  <ns>3</ns>
  <id>383</id>
  <revision>
    <id>737</id>
    <timestamp>2015-09-09T07:52:29Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 00:52, 9 September 2015 (PDT)</text>
    <sha1>077cb39266b3ca7eb6056fd3bd8f51a552657ff2</sha1>
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<page arvcontinue="20150414092857|699">
  <title>User:Amos Njoroge</title>
  <ns>2</ns>
  <id>384</id>
  <revision>
    <id>738</id>
    <timestamp>2015-09-09T07:52:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
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    <text bytes="94" xml:space="preserve">Product Manager - Software. Passionate about technology, social entrepreneurship and business.</text>
    <sha1>1d89395f20f5a2fac342d5ed5bb938a7c5dc9608</sha1>
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</page>
<page arvcontinue="20150414092857|699">
  <title>User talk:Amos Njoroge</title>
  <ns>3</ns>
  <id>385</id>
  <revision>
    <id>739</id>
    <timestamp>2015-09-09T07:52:45Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="282" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 00:52, 9 September 2015 (PDT)</text>
    <sha1>077cb39266b3ca7eb6056fd3bd8f51a552657ff2</sha1>
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<page arvcontinue="20150414092857|699">
  <title>User:Hiren Doshi</title>
  <ns>2</ns>
  <id>386</id>
  <revision>
    <id>741</id>
    <timestamp>2015-10-25T19:27:49Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2850" xml:space="preserve">http://practiceagile.com/about-me-2/
I am living my passion as an Global Enterprise Agile Coach &amp; Trainer at Practice Agile. I take immense pride in the Agile transformations that I have led for large global organizations.
Expertise: Agile Training and Coaching – Building Agile Center of Excellence (COE), Strategy &amp; Visioning, Assessments, Scaled Scrum tactics – Team of Teams, Evidence-Based Estimations, Anonymous Retrospectives, Collaboration, Mindset &amp; Cultural change, Product Roadmap &amp; Release Planning, Metrics &amp; Reporting, Facilitation &amp; Mentoring, Building high performing Agile teams, Gamification, Executive Coaching, Change Management, Continuous improvements, Story-mapping workshops, Gap Analysis, Organization wide Retrospectives, Training – Professional Scrum Series
 
The only 2nd Professional Scrum Trainer with Scrum.org (Scrum founder: Ken Schwaber) for the Asian continent
20+ years of rich professional software development experience in varied domains – Storage, Online Retail &amp; e-commerce, BFSI, and Big Data
Leading Scaled Agile Transformation for Continuum Managed Solutions, for distributed 150+ engineering organization across US and India (2015)
Led Agile Transformation for LULU Forex, UAE for 40+ engineering team members distributed across Cochin, India and Abu Dhabi, UAE (2015)
Led Scaled Agile adoption for TESCO.COM to take their Grocery Online International business unit with over 150 engineers to 8 countries across Central Europe and Asia (2011-2015)
Led Agile Transformation for 70+ engineering team at Germin8 for their Engineering, Sales, Customer Care, Support, HR and Product management teams (2014-2015)
Led transition of Aveksa, the RSA Company, Identity and access management platform from Waterfall to Agile for a team of 80+ engineers (2013)
Led Agile transition for Zycus, the Procurement organization from iterative model to Agile for a team of 120+ engineers (2010 – 2014)
Led, coached &amp; trained 200+ software engineers at EMC Corporation on Agile and Scrum practices for the development of new and existing products (2007 – 2010)
Conducted Agile Training on Scrum, Lean, XP and Kanban for a noticeable list of over 25 organizations totaling to over 2000 engineers across the globe with over 65 workshops
Built a solid Agile PMO by setting Community of practice (CoP) for Scrum Masters, CoP for Product Owners and Business Analyst, and CoP for Technical leadership
Developed various toolkits like Agile evolutionary stages, Release Planning, Backlog prioritization process, Information Radiators, assessment as benchmarking tools to assess the Agile maturity of the organization
Agile Certificates – Professional Scrum Trainer (Scrum.org); CSM, CSP (ScrumAlliance), PMP, PMI_ACP (PMI)
Education – M.S. Computer Science, University of Massachusetts; B.S Computer Engineering, Pune</text>
    <sha1>46779087199581fab1ee996870cd94e6bbd5cfe8</sha1>
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</page>
<page arvcontinue="20150414092857|699">
  <title>User talk:Hiren Doshi</title>
  <ns>3</ns>
  <id>387</id>
  <revision>
    <id>742</id>
    <timestamp>2015-10-25T19:27:50Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="281" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [[Help:Contents|help pages]].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 12:27, 25 October 2015 (PDT)</text>
    <sha1>85da338d7ed1300a90c7cae404d900290919d7ff</sha1>
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</page>
<page arvcontinue="20150414092857|699">
  <title>Agile Retrospective Resource Wiki:Terms of Service</title>
  <ns>4</ns>
  <id>388</id>
  <revision>
    <id>750</id>
    <timestamp>2015-12-04T16:34:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with "Be nice. Don't post spam. The manager of the wiki reserves the right to remove or disable your account at any time with no obligation to provide any justification for doing so."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="176" xml:space="preserve">Be nice.
Don't post spam.
The manager of the wiki reserves the right to remove or disable your account at any time with no obligation to provide any justification for doing so.</text>
    <sha1>61ed7153696bffa99185fbe9a0fd8a8d06d0062c</sha1>
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<page arvcontinue="20160212162238|752">
  <title>User:Marwic</title>
  <ns>2</ns>
  <id>389</id>
  <revision>
    <id>752</id>
    <timestamp>2016-02-12T16:22:38Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="101" xml:space="preserve">Long time agile team coach and developer. Author of effective retrospective meetings book and course.</text>
    <sha1>442a69340dcef6b5132d8b52a9c9366ad10eb466</sha1>
  </revision>
</page>
<page arvcontinue="20160212162238|752">
  <title>User talk:Marwic</title>
  <ns>3</ns>
  <id>390</id>
  <revision>
    <id>753</id>
    <timestamp>2016-02-12T16:22:39Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="330" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 08:22, 12 February 2016 (PST)</text>
    <sha1>3cb79ec2c0d1bc8dec58e7237ed75e03e1ef5bdd</sha1>
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</page>
<page arvcontinue="20160212162238|752">
  <title>External Resources</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>754</id>
    <parentid>749</parentid>
    <timestamp>2016-02-15T12:36:39Z</timestamp>
    <contributor>
      <username>Marwic</username>
      <id>385</id>
    </contributor>
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    <model>wikitext</model>
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    <text bytes="4912" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with 5 ebooks on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves
*[http://mwickman.com/effective-agile-meetings/ Video course: Running Effective Agile Retrospective Meetings] by Martin Wickman</text>
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  <title>User:Diolinda</title>
  <ns>2</ns>
  <id>391</id>
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    <id>755</id>
    <timestamp>2016-03-11T11:35:39Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="42" xml:space="preserve">Engineering ScrumMaster in the Boston area</text>
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</page>
<page arvcontinue="20160212162238|752">
  <title>User talk:Diolinda</title>
  <ns>3</ns>
  <id>392</id>
  <revision>
    <id>756</id>
    <timestamp>2016-03-11T11:35:39Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:35, 11 March 2016 (PST)</text>
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<page arvcontinue="20160212162238|752">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>757</id>
    <parentid>746</parentid>
    <timestamp>2016-03-11T14:26:33Z</timestamp>
    <contributor>
      <username>Diolinda</username>
      <id>386</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5750" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-</text>
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  </revision>
  <revision>
    <id>787</id>
    <parentid>757</parentid>
    <timestamp>2016-05-15T10:30:11Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>New retro added</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5988" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Lego Retro]]'''
|A retrospective for Agile teams in which teams build Lego models to represent their last Sprint and their ideal Sprint.
|A retrospective that allows for playful exploration with surprisingly deep conclusions.
|60</text>
    <sha1>df06f69ff7d4345f49d955d2863746103e5e659a</sha1>
  </revision>
  <revision>
    <id>788</id>
    <parentid>787</parentid>
    <timestamp>2016-05-15T10:40:41Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="5750" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-</text>
    <sha1>200cc9c06b464f1de3f8b4235804ca1489a1f582</sha1>
  </revision>
  <revision>
    <id>792</id>
    <parentid>788</parentid>
    <timestamp>2016-05-16T15:18:37Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6137" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Lego Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Name from the Hat]]'''
|Team members put their names in a hat, then dip into a hat to exchange roles.
|A retrospective that asks team members to think of things from others' perspectives.
|60
|-</text>
    <sha1>eae7240b43888d6bcf66fae23e8ac31cecbf0b66</sha1>
  </revision>
  <revision>
    <id>793</id>
    <parentid>792</parentid>
    <timestamp>2016-05-16T15:19:47Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6133" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Lego Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Name from the Hat]]'''
|Team members put their names in a hat, then pick a name and change roles.
|A retrospective that asks team members to think of things from others' perspectives.
|60
|-</text>
    <sha1>4fc46ddde53dddd0725ef4e364c66aafea517ee7</sha1>
  </revision>
  <revision>
    <id>799</id>
    <parentid>793</parentid>
    <timestamp>2016-05-17T19:42:37Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6143" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Name from the Hat]]'''
|Team members put their names in a hat, then pick a name and change roles.
|A retrospective that asks team members to think of things from others' perspectives.
|60
|-</text>
    <sha1>a4c59ec539968b02c18e4c09ab517117461ca3ef</sha1>
  </revision>
  <revision>
    <id>800</id>
    <parentid>799</parentid>
    <timestamp>2016-05-17T19:43:20Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6133" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Lego Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Name from the Hat]]'''
|Team members put their names in a hat, then pick a name and change roles.
|A retrospective that asks team members to think of things from others' perspectives.
|60
|-</text>
    <sha1>4fc46ddde53dddd0725ef4e364c66aafea517ee7</sha1>
  </revision>
</page>
<page arvcontinue="20160212162238|752">
  <title>Do-Si-Do</title>
  <ns>0</ns>
  <id>393</id>
  <revision>
    <id>758</id>
    <timestamp>2016-03-11T14:32:25Z</timestamp>
    <contributor>
      <username>Diolinda</username>
      <id>386</id>
    </contributor>
    <comment>Created page with "Use: Best for small teams who want to focus their time on brainstorming solutions to posted issues.  Length of time: 60-90  Short Description: The Do-Si-Do.  Team members focu..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2174" xml:space="preserve">Use:
Best for small teams who want to focus their time on brainstorming solutions to posted issues.

Length of time:
60-90

Short Description:
The Do-Si-Do.  Team members focus on potential solutions to team members’ biggest issues my moving from station to station like an old fashioned dance!


Materials:
Flip Charts, Markers, Timer,  &amp; Smaller, Bright Post It Notes

Process:
1.	Facilitator presents an obvious theme or objective affecting the team.  Team agrees it’s an important topic. (Optional:  Facilitator can present a few topics and team votes on one that resonates most.)
2.	Facilitator rips out big sticky sheet of paper from flip chart.  Sticks it to wall.  Adds a sheet to the wall for every team member, so every team member will start in front of a blank sheet.  Every team member gets a marker. 
3.	Every team member is asked to write ''something they didn’t have'' or ''something they wished they had'' to get them closer to the theme or objective.  
4.	They should also write a possible activity or solution that would have helped if they have one in mind.  Each team member has 2 mins to do this.  A timer is used.
5.	Time runs out. Each team member shifts to a station to their right.  They look at what their teammate wrote and add another possible solution.  Or if a solution has been posted they agree with, they should +1 the existing solution. 
6.	(Optional:  If team members cannot think of what to contribute at the next station, there is a station in the middle, maybe at a table or desk.  We call this the Liked! station where team members add things they liked in the last iteration that ''did'' help them get closer to the objective.)
7.	After rotating through the stations, they end up back in front of their original station.  
8.	Facilitator gives team 10 mins. to walk around and review the outputs and vote with small post-its on the actions most interesting to them.  Each team member gets three votes.
9.	Team reviews and discusses the highest voted items.
10.	Team commits to implementing those activities or solutions in the next iteration!

Source:  No previous source found.  Contributed by D. Vaz, Boston-area ScrumMaster.</text>
    <sha1>62b423c1b9628158748c13cad1295e11f9e88593</sha1>
  </revision>
  <revision>
    <id>759</id>
    <parentid>758</parentid>
    <timestamp>2016-03-11T14:32:54Z</timestamp>
    <contributor>
      <username>Diolinda</username>
      <id>386</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2210" xml:space="preserve">'''Use:'''
Best for small teams who want to focus their time on brainstorming solutions to posted issues.

'''Length of time:'''
60-90

'''Short Description:'''
The Do-Si-Do.  Team members focus on potential solutions to team members’ biggest issues my moving from station to station like an old fashioned dance!


'''Materials:'''
Flip Charts, Markers, Timer,  &amp; Smaller, Bright Post It Notes

'''Process:'''
1.	Facilitator presents an obvious theme or objective affecting the team.  Team agrees it’s an important topic. (Optional:  Facilitator can present a few topics and team votes on one that resonates most.)
2.	Facilitator rips out big sticky sheet of paper from flip chart.  Sticks it to wall.  Adds a sheet to the wall for every team member, so every team member will start in front of a blank sheet.  Every team member gets a marker. 
3.	Every team member is asked to write ''something they didn’t have'' or ''something they wished they had'' to get them closer to the theme or objective.  
4.	They should also write a possible activity or solution that would have helped if they have one in mind.  Each team member has 2 mins to do this.  A timer is used.
5.	Time runs out. Each team member shifts to a station to their right.  They look at what their teammate wrote and add another possible solution.  Or if a solution has been posted they agree with, they should +1 the existing solution. 
6.	(Optional:  If team members cannot think of what to contribute at the next station, there is a station in the middle, maybe at a table or desk.  We call this the Liked! station where team members add things they liked in the last iteration that ''did'' help them get closer to the objective.)
7.	After rotating through the stations, they end up back in front of their original station.  
8.	Facilitator gives team 10 mins. to walk around and review the outputs and vote with small post-its on the actions most interesting to them.  Each team member gets three votes.
9.	Team reviews and discusses the highest voted items.
10.	Team commits to implementing those activities or solutions in the next iteration!

'''Source:'''  No previous source found.  Contributed by D. Vaz, Boston-area ScrumMaster.</text>
    <sha1>19377d4173511ddbf77076dc1bfe8a7740e84b31</sha1>
  </revision>
  <revision>
    <id>760</id>
    <parentid>759</parentid>
    <timestamp>2016-03-11T14:37:17Z</timestamp>
    <contributor>
      <username>Diolinda</username>
      <id>386</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2251" xml:space="preserve">'''Use:'''
Best for small teams who want to focus more of their time brainstorming solutions to posted issues.

'''Length of time:'''
60-90

'''Short Description:'''
The Do-Si-Do allows team to focus on potential solutions to team members’ biggest issues my moving from station to station like an old fashioned dance!  


'''Materials:'''
Flip Charts, Markers, Timer,  &amp; Smaller, Bright Post It Notes

'''Process:'''
1.	Facilitator presents an obvious theme or objective affecting the team.  (i.e. Meeting our potential) Team agrees it’s an important topic. (Optional:  Facilitator can present a few hot themes and team votes on one that resonates most.)

2.	Facilitator rips out big sticky sheet of paper from flip chart.  Sticks it to wall.  Adds a sheet to the wall for every team member, so every team member will start in front of a blank sheet.  Every team member gets a marker. 

3.	Every team member is asked to write ''something they didn’t have'' or ''something they wished they had'' to get them closer to the theme or objective.  

4.	They should also write a possible activity or solution that would have helped if they have one in mind.  Each team member has 2 mins to do this.  A timer is used.

5.	Time runs out. Each team member shifts to a station to their right.  They look at what their teammate wrote and add another possible solution.  Or if a solution has been posted they agree with, they should +1 the existing solution. 

6.	If team members cannot think of what to contribute at the next station, there is a station in the middle, maybe at a table or desk.  We call this the Liked! station where team members add things they liked in the last iteration that ''did'' help them get closer to the objective.)

7.	After rotating through all the stations, they end up back in front of their original station.  

8.	Facilitator gives team 10 mins. to walk around and review the outputs and vote with small post-its on the actions most interesting to them.  Each team member gets three votes.

9.	Team reviews and discusses the highest voted items.

10.	Team commits to implementing those activities or solutions in the next iteration.

'''Source:'''  No previous source found.  Contributed by D. Vaz, Boston-area ScrumMaster.</text>
    <sha1>1be6fa939ce01d6f65948fdfa8a16a80fbb27493</sha1>
  </revision>
  <revision>
    <id>761</id>
    <parentid>760</parentid>
    <timestamp>2016-03-11T14:37:34Z</timestamp>
    <contributor>
      <username>Diolinda</username>
      <id>386</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2251" xml:space="preserve">'''Use:'''
Best for small teams who want to focus more of their time brainstorming solutions to posted issues.

'''Length of time:'''
60-90

'''Short Description:'''
The Do-Si-Do allows team to focus on potential solutions to team members’ biggest issues my moving from station to station like an old fashioned dance!  

'''Materials:'''
Flip Charts, Markers, Timer,  &amp; Smaller, Bright Post It Notes

'''Process:'''

1.	Facilitator presents an obvious theme or objective affecting the team.  (i.e. Meeting our potential) Team agrees it’s an important topic. (Optional:  Facilitator can present a few hot themes and team votes on one that resonates most.)

2.	Facilitator rips out big sticky sheet of paper from flip chart.  Sticks it to wall.  Adds a sheet to the wall for every team member, so every team member will start in front of a blank sheet.  Every team member gets a marker. 

3.	Every team member is asked to write ''something they didn’t have'' or ''something they wished they had'' to get them closer to the theme or objective.  

4.	They should also write a possible activity or solution that would have helped if they have one in mind.  Each team member has 2 mins to do this.  A timer is used.

5.	Time runs out. Each team member shifts to a station to their right.  They look at what their teammate wrote and add another possible solution.  Or if a solution has been posted they agree with, they should +1 the existing solution. 

6.	If team members cannot think of what to contribute at the next station, there is a station in the middle, maybe at a table or desk.  We call this the Liked! station where team members add things they liked in the last iteration that ''did'' help them get closer to the objective.)

7.	After rotating through all the stations, they end up back in front of their original station.  

8.	Facilitator gives team 10 mins. to walk around and review the outputs and vote with small post-its on the actions most interesting to them.  Each team member gets three votes.

9.	Team reviews and discusses the highest voted items.

10.	Team commits to implementing those activities or solutions in the next iteration.

'''Source:'''  No previous source found.  Contributed by D. Vaz, Boston-area ScrumMaster.</text>
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  <title>User:Trudelle</title>
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    <contributor>
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    <minor/>
    <comment>Creating user page for new user.</comment>
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    <text bytes="31" xml:space="preserve">I help teams improve themselves</text>
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  <title>User talk:Trudelle</title>
  <ns>3</ns>
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    <timestamp>2016-04-06T09:30:13Z</timestamp>
    <contributor>
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      <id>1</id>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="326" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 02:30, 6 April 2016 (PDT)</text>
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  <title>User:Chinvelski</title>
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    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
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    <text bytes="150" xml:space="preserve">Degree in Computer Science in 2006
Working like Java Programmer from 2003 to 2011
Project Manager from 2012 to 2015.
Scrum Master from 2015 until now.</text>
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  <title>User talk:Chinvelski</title>
  <ns>3</ns>
  <id>397</id>
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    <timestamp>2016-04-14T13:18:40Z</timestamp>
    <contributor>
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      <id>1</id>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:18, 14 April 2016 (PDT)</text>
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  <title>User:Richardatherton</title>
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    <text bytes="832" xml:space="preserve">In my fifteen+ years as a consultant I have written code, worked as a journalist and designed change initiatives. I have coached development teams on Lean and Agile working, mentored senior leaders and managed major business transformations.

I like a challenge. I like people and I like technology that can be used to improve our world.

My major interest is in how we can apply recent discoveries in the fields of neuroscience and psychotherapy to the workplace. How can we translate our understanding of how humans tick into better business and breakthrough results?

My value is in helping people and business find their way.  The answer always lies within.

Richard has successfully helped clients including the BBC, BSkyB, ITV, Universal Pictures International, Barclays, Global Citizen, Sainsbury’s and The Telegraph Group.</text>
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    <text bytes="823" xml:space="preserve">In my fifteen+ years as a consultant I have written code, worked as a journalist and designed change initiatives. I have currently coach teams on Lean and Agile working, mentor senior leaders and lead major business transformations.

I like a challenge. I like people and I like technology that can be used to improve our world.

My major interest is in how we can apply recent discoveries in the fields of neuroscience and psychotherapy to the workplace. How can we translate our understanding of how humans tick into better business and breakthrough results?

My value is in helping people and business find their way.  The answer always lies within.

Richard has successfully helped clients including the BBC, BSkyB, ITV, Universal Pictures International, Barclays, Global Citizen, Sainsbury’s and The Telegraph Group.</text>
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    <model>wikitext</model>
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    <text bytes="828" xml:space="preserve">In my fifteen+ years as a consultant I have written code, worked as a journalist and designed change initiatives. I have currently coach teams on Lean and Agile working, mentor senior leaders and lead major business transformations.

I like a challenge. I like people and I like technology that can be used to improve our world.

My major interest is in how we can apply recent discoveries in the fields of neuroscience and psychotherapy to the workplace. How can we translate our understanding of how humans tick into better business and breakthrough results?

My value is in helping people and businesses to find their way.  The answer always lies within.

Richard has successfully helped clients including the BBC, BSkyB, ITV, Universal Pictures International, Barclays, Global Citizen, Sainsbury’s and The Telegraph Group.</text>
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<page arvcontinue="20160212162238|752">
  <title>User talk:Richardatherton</title>
  <ns>3</ns>
  <id>399</id>
  <revision>
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    <timestamp>2016-05-11T13:18:53Z</timestamp>
    <contributor>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:18, 11 May 2016 (PDT)</text>
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    <comment>/* “Guess Who?” a retrospective from a different perspective */ new section</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4945" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:18, 11 May 2016 (PDT)

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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  <revision>
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    <contributor>
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    <comment>/* A Lego Retro */ new section</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7366" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:18, 11 May 2016 (PDT)

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].

== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== Lego Serious Play Retrospective Format ==


1. Intro and warm-up model (10 mins)
2. Build a '''model to represent the last Sprint''' (10 mins)
3. '''Share''' about your model (10 mins)
4. Build a '''model to represent your ideal Sprint''' (10 mins)
5. '''Share''' about your model (10 mins)
6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)

== What did I learn? ==


Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


== What to try next time? ==


In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.</text>
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    <comment>/* Lego Serious Play Retrospective Format */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7371" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:18, 11 May 2016 (PDT)

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].

== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== Lego Serious Play Retrospective Format ==


1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)

== What did I learn? ==


Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


== What to try next time? ==


In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== Lego Serious Play Retrospective Format ==


1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)

== What did I learn? ==


Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


== What to try next time? ==


In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== Lego Serious Play Retrospective Format ==


1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)

== What did I learn? ==


Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


== What to try next time? ==


In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''


== JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST … ==


Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.


== NAME FROM A HAT ==


Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.


== THE INCREASED POWER OF TALKING ABOUT EACH OTHER ==

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== What did I learn? ==


Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


== What to try next time? ==


In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''


== JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST … ==


Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.


== NAME FROM A HAT ==


Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.


== THE INCREASED POWER OF TALKING ABOUT EACH OTHER ==

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== What to try next time? ==


In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''


== JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST … ==


Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.


== NAME FROM A HAT ==


Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.


== THE INCREASED POWER OF TALKING ABOUT EACH OTHER ==

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''


== JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST … ==


Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.


== NAME FROM A HAT ==


Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.


== THE INCREASED POWER OF TALKING ABOUT EACH OTHER ==

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''


== NAME FROM A HAT ==


Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.


== THE INCREASED POWER OF TALKING ABOUT EACH OTHER ==

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''


== THE INCREASED POWER OF TALKING ABOUT EACH OTHER ==

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format: 


== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk[https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.


Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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    <timestamp>2016-05-12T11:56:10Z</timestamp>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk[https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.


Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].

== Test this ==

Test this</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk[https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.


Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk[https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.


Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].

== Test this ==

Test this</text>
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== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk[https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.


Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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    <text bytes="12650" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:18, 11 May 2016 (PDT)

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].

== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)

2. Build a '''model to represent the last Sprint''' (10 mins)

3. '''Share''' about your model (10 mins)

4. Build a '''model to represent your ideal Sprint''' (10 mins)

5. '''Share''' about your model (10 mins)

6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk[https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.


Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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    <text bytes="12645" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:18, 11 May 2016 (PDT)

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.

Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].

== A Lego Retro ==

How do you know you’ve made it as a Change Agent? When your client starts paying you to play with Lego 😉

On serious note, I recently a facilitated an Agile Retrospective with Lego as the medium. (A retrospective is a regular meeting that a project team holds to discuss what has been successful over a prior time period, what could be improved, and how to incorporate the successes and improvements in future.)

The team had just completed a two-week Sprint (set period for a iteration). I kept it simple with the following format:


'''LEGO SERIOUS PLAY RETROSPECTIVE FORMAT'''

1. Intro and warm-up model (10 mins)
2. Build a '''model to represent the last Sprint''' (10 mins)
3. '''Share''' about your model (10 mins)
4. Build a '''model to represent your ideal Sprint''' (10 mins)
5. '''Share''' about your model (10 mins)
6. '''What can we commit to as individuals or as a team to do differently''' based on what we’ve learnt? (10 mins)


'''WHAT DID I LEARN?'''

Rasmussen[http://static1.1.sqspcdn.com/static/f/807542/17019947/1331222149273/The+Science+Behind+the+LEGO+SERIOUS+PLAY+Method.pdf?token=7BfBFpvpSpEj0CGJ7JvsR75KC60%3D], a leading expert on Serious Play, describes how the scientific literature holds that the primary motivation for play is emotional. One stark example of this emotional quality of play was one fairly senior team member built a beast dragging weights on lengths of string. She shared how she had felt burdened over the last Sprint (previous two-week period), how she felt that she’d carried the whole team. I had never experienced this individual open up with anything like such depth.

It brought to mind those adult cartoon shows such as Family Guy. It seems that when we represent our world as childish or symbolic figures, with that degree of separation, we can handle much darker topics. Head on, if I’d asked this individual to share how they were feeling (such as with the ‘Glad, Mad, Sad’ format), I doubt we’d have got such a profound response.

Also, by us studying the Lego model, and not just listening to the person’s words, I felt that we could feel their pain more easily – it made it easier to empathise.


'''WHAT TO TRY NEXT TIME?'''

In this version of the Retro, each team member created their own individual ‘Ideal Sprint’. In future, I’d like to experiment with teams creating a shared model of an ideal Sprint.

== “Guess Who?” a retrospective from a different perspective ==


A guest post from Dr Marcin Remarczyk [https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.
''

== “Guess Who?” a retrospective from a different perspective ==

A guest post from Dr Marcin Remarczyk[https://twitter.com/remarczyk] on a new retrospective technique encouraging empathy…

''Retrospectives are increasingly a common element of agile ways of working and part of every Scrum Master’s toolbox. And whilst their effectiveness and benefits are widely recognized, it is worth experimenting with different flavors of applied formats and facilitation techniques. In this blog, I share a recent experience from retrospectives conducted with a team in the media industry where the idea has been to look back from someone else’s perspective.''

'''JUST IN CASE YOU HAPPEN NOT TO BE AN AGILE EVANGELIST …'''

Those of you who are long-time converts and religiously follow the Agile Manifesto, are well aware of the 12th Agile Principle: “At regular intervals, the team reflects ''on how to become more effective, then tunes and adjusts its behavior accordingly''”. Typically, Agile teams use retrospectives to continuously improve their ways of working. The key aspects of a retrospective are to “inspect” – how the latest iteration or “Sprint” (mini-phase of perhaps a few weeks) has gone; and to “adapt” – to decide on what and how they want to improve their processes. The facilitator must be equipped with a repertoire of techniques, recognizing which are most suitable in light of the current state of the team.

What I want to share with you touches exactly upon this area. I recently facilitated a retrospective with a medium size team in the media industry. Whereas often retrospectives are centered on the “how I felt”, “what did I like” and “what did I not like”, I have enriched this format by shifting the perspective from “the self” to “others”.

'''NAME FROM A HAT'''

Essentially, the challenge was to put ourselves into the shoes of another colleague. To achieve this, I asked the team to put their name on a Post-It note and throw it into a hat. Then, with the hat full of names, draw one Post-It out. Naturally this meant that everyone in the team drew either a colleague or themselves. To keep it simple, I asked the participants to imagine being the person they drew and think about that person’s experience in from two perspectives, namely “what went well” and “what could have been better”. And for each of these two, they had to write down two to three things on separate Post-Its. This could be anything from “felt fully integrated within the team and developed myself further” to “felt under-utilised throughout the Sprint”. Completing this task within 5-10min, each team member placed their stickies notes on a board divided into the two above categories, but not mentioning the individual’s name they were introducing. Once described, I then asked the team to “Guess Who?” the person was represented by the Post Its. Once each individual was revealed, he or she could validate, disagree or add any comments to complete the picture. After that we clustered the Post-Its into common themes, and, in a final step, translated these clusters into actionable tasks with owners.

'''THE INCREASED POWER OF TALKING ABOUT EACH OTHER'''

Having spoken about the mechanics to allow you to replicate this approach and test it with the teams you work with, it is worth highlighting the benefits of this way of facilitating a retrospective. It boils down to the emotional effects of hearing from others about how we felt. It creates the right tension between seeing our own view validated and a possible gap between what we feel and how we appear to others. Learning from this can be substantial if team members open up fully to what they hear. We experience that others do notice us and our feelings which is likely to increase the team cohesion and inclusiveness. We feel heard and supported which is important especially when dealing with the challenges we face. It can also help us to become more self-aware by recognising that sometimes our behaviors or simply our body language can send signals which may discourage others and/or create a negative aura around us. In particular, if not intended, we can take measures to address these behaviours and learn to deal with our obstacles in a more positive and pro-active manner, thus reducing the effect on other team members. But why don’t you go ahead and use your next retrospective to try this out yourself.


Dr Marcin Remarczyk is a London-based Business Psychologist and an Associate Director at Cognizant Business Consulting[https://www.cognizant.com/consulting].</text>
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    <text bytes="1258" xml:space="preserve">===Use:===
To create a playful mindset from which to more honestly self-evaluate.
===Length of time:===
60 minutes.
===Short Description:===
Using Lego, and the creativity involved in its freestyle construction, team members are able to express themselves more honestly and openly. By playing with a children's toy in a serious, professional environment, participants can more easily lower the shields of adult pride and decorum that might ordinarily inhibit frank self-assessment and thus genuine self-improvement.

===Materials:===
Lego, flipchart/whiteboard, pens 
===Process:===
After an introduction, show the participants a warm-up model as an example for things they might create themselves. Members are then given ten minutes in which to build a Lego model that represents their last sprint. Following this, ask the group to share and discuss their models, interpreting the emotions that they have expressed while at play. 
Next, they have another ten minutes to build a new model, this time of an idealized sprint. Afterwards is another period of sharing and discussion, before a final ten minute session in which the group reflects on what they can commit to do differently in future, as a team or as individuals.

===Source:===
richardatherton.net</text>
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    <text bytes="1260" xml:space="preserve">===Use:===
To create a playful mindset from which to more honestly self-evaluate.
===Length of time:===
60 minutes.
===Short Description:===
Using Lego, and the creativity involved in its freestyle construction, team members are able to express themselves more honestly and openly. By playing with a children's toy in a serious, professional environment, participants can more easily lower the shields of adult pride and decorum that might ordinarily inhibit frank self-assessment and thus genuine self-improvement.

===Materials:===
Lego, flipchart/whiteboard, pens 
===Process:===
After an introduction, show the participants a warm-up model as an example for things they might create themselves. Members are then given ten minutes in which to build a Lego model that represents their last sprint. Following this, ask the group to share and discuss their models, interpreting the emotions that they have expressed while at play. 
Next, they have another ten minutes to build a new model, this time of an idealized sprint. Afterwards is another period of sharing and discussion, before a final ten minute session in which the group reflects on what they can commit to do differently in future, as a team or as individuals.

===Source:===
[richardatherton.net]</text>
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    </contributor>
    <comment>/* Source: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1301" xml:space="preserve">===Use:===
To create a playful mindset from which to more honestly self-evaluate.
===Length of time:===
60 minutes.
===Short Description:===
Using Lego, and the creativity involved in its freestyle construction, team members are able to express themselves more honestly and openly. By playing with a children's toy in a serious, professional environment, participants can more easily lower the shields of adult pride and decorum that might ordinarily inhibit frank self-assessment and thus genuine self-improvement.

===Materials:===
Lego, flipchart/whiteboard, pens 
===Process:===
After an introduction, show the participants a warm-up model as an example for things they might create themselves. Members are then given ten minutes in which to build a Lego model that represents their last sprint. Following this, ask the group to share and discuss their models, interpreting the emotions that they have expressed while at play. 
Next, they have another ten minutes to build a new model, this time of an idealized sprint. Afterwards is another period of sharing and discussion, before a final ten minute session in which the group reflects on what they can commit to do differently in future, as a team or as individuals.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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    <id>801</id>
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    <timestamp>2016-05-17T19:46:06Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Use: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1326" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, and the creativity involved in its freestyle construction, team members are able to express themselves more honestly and openly. By playing with a children's toy in a serious, professional environment, participants can more easily lower the shields of adult pride and decorum that might ordinarily inhibit frank self-assessment and thus genuine self-improvement.

===Materials:===
Lego, flipchart/whiteboard, pens 
===Process:===
After an introduction, show the participants a warm-up model as an example for things they might create themselves. Members are then given ten minutes in which to build a Lego model that represents their last sprint. Following this, ask the group to share and discuss their models, interpreting the emotions that they have expressed while at play. 
Next, they have another ten minutes to build a new model, this time of an idealized sprint. Afterwards is another period of sharing and discussion, before a final ten minute session in which the group reflects on what they can commit to do differently in future, as a team or as individuals.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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  <title>Name from the Hat</title>
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    <comment>Created page with "===Use:=== A retrospective that asks team members to think of things from others' perspectives. ===Length of time:=== 60 minutes. ===Short Description:=== By the simple proces..."</comment>
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    <text bytes="1668" xml:space="preserve">===Use:===
A retrospective that asks team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the last sprint through the eyes of another, they should be able to better assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===
Ask each member of the team to write their name on a piece of paper and to put it into a hat. They should then draw a piece each, making sure that each participant ends up with a name that is not their own.
Now, ask everyone to imagine themselves as the person on their piece of paper. They must now write down 'what went well' and 'what could have been better' from the last sprint.
They should now spend 5-10 minutes thinking of three things each (positive and negative) that their imagined person would have felt, and write these down on two separate post-it notes.
Divide the board into the two categories, and ask the participants to stick their post-its onto the appropriate one, without mentioning whose shoes they have been imagining themselves in.
Ask the group to guess who they think the post-its apply to best, and then reveal the true results. Individuals can then validate, argue and discuss the points on the post-its in front of the group.
Finally, cluster the post-its into common themes, and decide on how best to action what you have learned from the task.
===Source:===
richardatherton.net</text>
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    <comment>/* Source: */</comment>
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    <format>text/x-wiki</format>
    <text bytes="1725" xml:space="preserve">===Use:===
A retrospective that asks team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the last sprint through the eyes of another, they should be able to better assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===
Ask each member of the team to write their name on a piece of paper and to put it into a hat. They should then draw a piece each, making sure that each participant ends up with a name that is not their own.
Now, ask everyone to imagine themselves as the person on their piece of paper. They must now write down 'what went well' and 'what could have been better' from the last sprint.
They should now spend 5-10 minutes thinking of three things each (positive and negative) that their imagined person would have felt, and write these down on two separate post-it notes.
Divide the board into the two categories, and ask the participants to stick their post-its onto the appropriate one, without mentioning whose shoes they have been imagining themselves in.
Ask the group to guess who they think the post-its apply to best, and then reveal the true results. Individuals can then validate, argue and discuss the points on the post-its in front of the group.
Finally, cluster the post-its into common themes, and decide on how best to action what you have learned from the task.
===Source:===
[http://richardatherton.net/notes-from-the-field-agile/ richardatherton.net]</text>
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<page arvcontinue="20160517194910|802">
  <title>A Lego Retro</title>
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  <revision>
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    <parentid>801</parentid>
    <timestamp>2016-05-17T19:49:10Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Short Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1239" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together), they follow-up with model of their 'ideal Sprint' or future period of working together. Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego, flipchart/whiteboard, pens 
===Process:===
After an introduction, show the participants a warm-up model as an example for things they might create themselves. Members are then given ten minutes in which to build a Lego model that represents their last sprint. Following this, ask the group to share and discuss their models, interpreting the emotions that they have expressed while at play. 
Next, they have another ten minutes to build a new model, this time of an idealized sprint. Afterwards is another period of sharing and discussion, before a final ten minute session in which the group reflects on what they can commit to do differently in future, as a team or as individuals.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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    </contributor>
    <comment>/* Materials: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1285" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together), they follow-up with model of their 'ideal Sprint' or future period of working together. Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
After an introduction, show the participants a warm-up model as an example for things they might create themselves. Members are then given ten minutes in which to build a Lego model that represents their last sprint. Following this, ask the group to share and discuss their models, interpreting the emotions that they have expressed while at play. 
Next, they have another ten minutes to build a new model, this time of an idealized sprint. Afterwards is another period of sharing and discussion, before a final ten minute session in which the group reflects on what they can commit to do differently in future, as a team or as individuals.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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    <id>804</id>
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    <timestamp>2016-05-17T19:53:41Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1326" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together), they follow-up with model of their 'ideal Sprint' or future period of working together. Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
- Intro and warm-up model (10 mins)
- Build a model to represent the last Sprint (10 mins)
- Share about your model (10 mins)
- Build a model to represent your ideal Sprint (10 mins)
- Share about your model (10 mins)
- What can we commit to as individuals or as a team to do differently based on what we’ve learnt? (10 mins)

Time permitting (and usually requiring a further 10-15 minutes in addition to the 60 minutes:

- As a team, build model of your ideal Sprint.

The Sprint can be thought of outcomes of the Sprint, team dynamic during the sprint, processes of the Sprint. This is deliberately left open to interpretation depending on what's pertinent for the participant.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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  <revision>
    <id>805</id>
    <parentid>804</parentid>
    <timestamp>2016-05-17T19:54:07Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1331" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together), they follow-up with model of their 'ideal Sprint' or future period of working together. Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
- Intro and warm-up model (10 mins)

- Build a model to represent the last Sprint (10 mins)

- Share about your model (10 mins)

- Build a model to represent your ideal Sprint (10 mins)

- Share about your model (10 mins)

- What can we commit to as individuals or as a team to do differently based on what we’ve learnt? (10 mins)

Time permitting (and usually requiring a further 10-15 minutes in addition to the 60 minutes:

- As a team, build model of your ideal Sprint.

The Sprint can be thought of outcomes of the Sprint, team dynamic during the sprint, processes of the Sprint. This is deliberately left open to interpretation depending on what's pertinent for the participant.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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  <revision>
    <id>806</id>
    <parentid>805</parentid>
    <timestamp>2016-05-17T19:54:52Z</timestamp>
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      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1344" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together), they follow-up with model of their 'ideal Sprint' or future period of working together. Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
- Intro and warm-up model (10 mins)

- Build a model to represent the last Sprint (10 mins)

- Share about your model (10 mins)

- Build a model to represent your ideal Sprint (10 mins)

- Share about your model (10 mins)

- What can we commit to as individuals or as a team to do differently based on what we’ve learnt? (10 mins)

Time permitting (and usually requiring a further 10-15 minutes in addition to the 60 minutes:

- As a team, build a collective model of your ideal Sprint.

The Sprint can be thought of outcomes of the Sprint, team dynamic during the sprint, processes of the Sprint. This is deliberately left open to interpretation depending on what's pertinent for the participant.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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  </revision>
  <revision>
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    <parentid>806</parentid>
    <timestamp>2016-05-17T19:55:17Z</timestamp>
    <contributor>
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      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1346" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together), they follow-up with model of their 'ideal Sprint' or future period of working together. Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
- Intro and warm-up model (10 mins)

- Build a model to represent the last Sprint (10 mins)

- Share about your model (10 mins)

- Build a model to represent your ideal Sprint (10 mins)

- Share about your model (10 mins)

- What can we commit to as individuals or as a team to do differently based on what we’ve learnt? (10 mins)

Time permitting (and usually requiring a further 10-15 minutes in addition to the 60 minutes:

- As a team, build a collective model of your ideal Sprint.

'The Sprint' can be thought of outcomes of the Sprint, team dynamic during the sprint, processes of the Sprint. This is deliberately left open to interpretation depending on what's pertinent for the participant.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1374" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together), they follow-up with model of their 'ideal Sprint' or future period of working together. Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
- Intro and warm-up model (10 mins)

- Build a model to represent the last Sprint (10 mins)

- Share about your model (10 mins)

- Build a model to represent your ideal Sprint (10 mins)

- Share about your model (10 mins)

- What can we commit to as individuals or as a team to do differently based on what we’ve learnt? (10 mins)

Time permitting (and usually requiring a further 10-15 minutes in addition to the 60 minutes:

- As a team, build a collective model of your ideal Sprint.

'The Sprint' can be thought of as the outcomes of the Sprint, the team dynamic during the sprint, or the processes of the Sprint. This is deliberately left open to interpretation to allow for what's pertinent for the participant to emerge.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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  </revision>
  <revision>
    <id>809</id>
    <parentid>808</parentid>
    <timestamp>2016-05-17T19:57:28Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1378" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together); they follow-up with a model of their 'ideal Sprint' (or future period of working together). Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
- Intro and warm-up model (10 mins)

- Build a model to represent the last Sprint (10 mins)

- Share about your model (10 mins)

- Build a model to represent your ideal Sprint (10 mins)

- Share about your model (10 mins)

- What can we commit to as individuals or as a team to do differently based on what we’ve learnt? (10 mins)

Time permitting (and usually requiring a further 10-15 minutes in addition to the 60 minutes:

- As a team, build a collective model of your ideal Sprint.

'The Sprint' can be thought of as the outcomes of the Sprint, the team dynamic during the sprint, or the processes of the Sprint. This is deliberately left open to interpretation to allow for what's pertinent for the participant to emerge.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
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    <timestamp>2016-05-17T19:59:55Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
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<page arvcontinue="20160517194910|802">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
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    <timestamp>2016-05-17T19:59:01Z</timestamp>
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    <text bytes="6143" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Name from the Hat]]'''
|Team members put their names in a hat, then pick a name and change roles.
|A retrospective that asks team members to think of things from others' perspectives.
|60
|-</text>
    <sha1>a4c59ec539968b02c18e4c09ab517117461ca3ef</sha1>
  </revision>
  <revision>
    <id>824</id>
    <parentid>810</parentid>
    <timestamp>2016-05-17T20:26:32Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6136" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|Team members put their names in a hat, then pick a name and change roles.
|A retrospective that asks team members to think of things from others' perspectives.
|60
|-</text>
    <sha1>69590ed73471e75c7474d1d90215493ab82f4a15</sha1>
  </revision>
  <revision>
    <id>830</id>
    <parentid>824</parentid>
    <timestamp>2016-05-17T20:37:39Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6103" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-</text>
    <sha1>d26e54fd24971576dc2b9df2002b50bfccab05bd</sha1>
  </revision>
  <revision>
    <id>898</id>
    <parentid>830</parentid>
    <timestamp>2016-07-12T19:06:23Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6385" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-</text>
    <sha1>1ac3f1d5016b1601c36366b07f5115a5542a577a</sha1>
  </revision>
</page>
<page arvcontinue="20160517194910|802">
  <title>A Serious (Play) Retro</title>
  <ns>0</ns>
  <id>402</id>
  <revision>
    <id>811</id>
    <timestamp>2016-05-17T19:59:18Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>Created page with "===Use:=== To create a playful environment encouraging systemic thinking and more honest self-evaluation.  ===Length of time:=== 60 minutes. ===Short Description:=== Using Leg..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1378" xml:space="preserve">===Use:===
To create a playful environment encouraging systemic thinking and more honest self-evaluation.

===Length of time:===
60 minutes.
===Short Description:===
Using Lego, each individual builds and shares a model of the previous Sprint (or period of working together); they follow-up with a model of their 'ideal Sprint' (or future period of working together). Finally, time permitting, the team constructs a collective model of their 'ideal Sprint'.

===Materials:===
Lego - the larger Lego Serious Play sets work best, flipchart/whiteboard, pens

===Process:===
- Intro and warm-up model (10 mins)

- Build a model to represent the last Sprint (10 mins)

- Share about your model (10 mins)

- Build a model to represent your ideal Sprint (10 mins)

- Share about your model (10 mins)

- What can we commit to as individuals or as a team to do differently based on what we’ve learnt? (10 mins)

Time permitting (and usually requiring a further 10-15 minutes in addition to the 60 minutes:

- As a team, build a collective model of your ideal Sprint.

'The Sprint' can be thought of as the outcomes of the Sprint, the team dynamic during the sprint, or the processes of the Sprint. This is deliberately left open to interpretation to allow for what's pertinent for the participant to emerge.

===Source:===
[http://richardatherton.net/a-lego-retro/ richardatherton.net]</text>
    <sha1>c7d371c99b8ad8ce70061deec2340453d0d44272</sha1>
  </revision>
</page>
<page arvcontinue="20160517194910|802">
  <title>Name from the Hat</title>
  <ns>0</ns>
  <id>401</id>
  <revision>
    <id>813</id>
    <parentid>798</parentid>
    <timestamp>2016-05-17T20:01:18Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1735" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the last sprint through the eyes of another, they should be able to better assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===
Ask each member of the team to write their name on a piece of paper and to put it into a hat. They should then draw a piece each, making sure that each participant ends up with a name that is not their own.
Now, ask everyone to imagine themselves as the person on their piece of paper. They must now write down 'what went well' and 'what could have been better' from the last sprint.
They should now spend 5-10 minutes thinking of three things each (positive and negative) that their imagined person would have felt, and write these down on two separate post-it notes.
Divide the board into the two categories, and ask the participants to stick their post-its onto the appropriate one, without mentioning whose shoes they have been imagining themselves in.
Ask the group to guess who they think the post-its apply to best, and then reveal the true results. Individuals can then validate, argue and discuss the points on the post-its in front of the group.
Finally, cluster the post-its into common themes, and decide on how best to action what you have learned from the task.
===Source:===
[http://richardatherton.net/notes-from-the-field-agile/ richardatherton.net]</text>
    <sha1>07d015bfef438877e54c15ed5085cfbfa64f732c</sha1>
  </revision>
  <revision>
    <id>814</id>
    <parentid>813</parentid>
    <timestamp>2016-05-17T20:02:01Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Short Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1738" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they should be able to better assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===
Ask each member of the team to write their name on a piece of paper and to put it into a hat. They should then draw a piece each, making sure that each participant ends up with a name that is not their own.
Now, ask everyone to imagine themselves as the person on their piece of paper. They must now write down 'what went well' and 'what could have been better' from the last sprint.
They should now spend 5-10 minutes thinking of three things each (positive and negative) that their imagined person would have felt, and write these down on two separate post-it notes.
Divide the board into the two categories, and ask the participants to stick their post-its onto the appropriate one, without mentioning whose shoes they have been imagining themselves in.
Ask the group to guess who they think the post-its apply to best, and then reveal the true results. Individuals can then validate, argue and discuss the points on the post-its in front of the group.
Finally, cluster the post-its into common themes, and decide on how best to action what you have learned from the task.
===Source:===
[http://richardatherton.net/notes-from-the-field-agile/ richardatherton.net]</text>
    <sha1>34b4984b7dca58d5b9e10e81ccab22fa17ab6a43</sha1>
  </revision>
  <revision>
    <id>815</id>
    <parentid>814</parentid>
    <timestamp>2016-05-17T20:02:35Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Short Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1732" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===
Ask each member of the team to write their name on a piece of paper and to put it into a hat. They should then draw a piece each, making sure that each participant ends up with a name that is not their own.
Now, ask everyone to imagine themselves as the person on their piece of paper. They must now write down 'what went well' and 'what could have been better' from the last sprint.
They should now spend 5-10 minutes thinking of three things each (positive and negative) that their imagined person would have felt, and write these down on two separate post-it notes.
Divide the board into the two categories, and ask the participants to stick their post-its onto the appropriate one, without mentioning whose shoes they have been imagining themselves in.
Ask the group to guess who they think the post-its apply to best, and then reveal the true results. Individuals can then validate, argue and discuss the points on the post-its in front of the group.
Finally, cluster the post-its into common themes, and decide on how best to action what you have learned from the task.
===Source:===
[http://richardatherton.net/notes-from-the-field-agile/ richardatherton.net]</text>
    <sha1>0c9e2d0ddb9997ea7c48e0e7f74548817fa0b716</sha1>
  </revision>
  <revision>
    <id>816</id>
    <parentid>815</parentid>
    <timestamp>2016-05-17T20:03:43Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Source: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1738" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===
Ask each member of the team to write their name on a piece of paper and to put it into a hat. They should then draw a piece each, making sure that each participant ends up with a name that is not their own.
Now, ask everyone to imagine themselves as the person on their piece of paper. They must now write down 'what went well' and 'what could have been better' from the last sprint.
They should now spend 5-10 minutes thinking of three things each (positive and negative) that their imagined person would have felt, and write these down on two separate post-it notes.
Divide the board into the two categories, and ask the participants to stick their post-its onto the appropriate one, without mentioning whose shoes they have been imagining themselves in.
Ask the group to guess who they think the post-its apply to best, and then reveal the true results. Individuals can then validate, argue and discuss the points on the post-its in front of the group.
Finally, cluster the post-its into common themes, and decide on how best to action what you have learned from the task.
===Source:===
http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/</text>
    <sha1>5a2c1c7633afc16fc45862a04463ce42b50cde5e</sha1>
  </revision>
  <revision>
    <id>817</id>
    <parentid>816</parentid>
    <timestamp>2016-05-17T20:05:09Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Source: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1761" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===
Ask each member of the team to write their name on a piece of paper and to put it into a hat. They should then draw a piece each, making sure that each participant ends up with a name that is not their own.
Now, ask everyone to imagine themselves as the person on their piece of paper. They must now write down 'what went well' and 'what could have been better' from the last sprint.
They should now spend 5-10 minutes thinking of three things each (positive and negative) that their imagined person would have felt, and write these down on two separate post-it notes.
Divide the board into the two categories, and ask the participants to stick their post-its onto the appropriate one, without mentioning whose shoes they have been imagining themselves in.
Ask the group to guess who they think the post-its apply to best, and then reveal the true results. Individuals can then validate, argue and discuss the points on the post-its in front of the group.
Finally, cluster the post-its into common themes, and decide on how best to action what you have learned from the task.
===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>1ec1ef78bd6784b4ad815049fc72556f7fd55c12</sha1>
  </revision>
  <revision>
    <id>818</id>
    <parentid>817</parentid>
    <timestamp>2016-05-17T20:21:07Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1781" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions:  (5 mins)
      * “what went well” and 
      * “what could have been better”. 

- 4. In turn, each person places their 'stickies' on a board divided into the above two categories, but not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translated these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>e25c571d761cf99c83e29893d1898bed4e5ab3a8</sha1>
  </revision>
  <revision>
    <id>819</id>
    <parentid>818</parentid>
    <timestamp>2016-05-17T20:21:41Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1785" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions:  (5 mins)
       -  “what went well” and 
       -  “what could have been better”. 

- 4. In turn, each person places their 'stickies' on a board divided into the above two categories, but not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translated these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>7a579ab61680f55567de45a9ea3ed0c4f8174b6f</sha1>
  </revision>
  <revision>
    <id>820</id>
    <parentid>819</parentid>
    <timestamp>2016-05-17T20:22:43Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1770" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “what went well” and (2) “what could have been better”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into the above two categories, but not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translated these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>a54aab434487e3b4129f7f43325ffd6623cbd10d</sha1>
  </revision>
  <revision>
    <id>821</id>
    <parentid>820</parentid>
    <timestamp>2016-05-17T20:23:20Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1772" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into the above two categories, but not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translated these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>61dc96a745cc607c2044a23434c53953d446aa20</sha1>
  </revision>
  <revision>
    <id>822</id>
    <parentid>821</parentid>
    <timestamp>2016-05-17T20:24:52Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1795" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into two, each half dedicated to the above two questions, not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translated these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>ec0f0d2e90636c7ec080cbed903688023b637d44</sha1>
  </revision>
  <revision>
    <id>823</id>
    <parentid>822</parentid>
    <timestamp>2016-05-17T20:25:07Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1794" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into two, each half dedicated to the above two questions, not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translate these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>50788e1af6a2909f746b07f4e97197bbac87ecec</sha1>
  </revision>
  <revision>
    <id>829</id>
    <parentid>823</parentid>
    <timestamp>2016-05-17T20:29:14Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>Blanked the page</comment>
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  <title>Guess Who?</title>
  <ns>0</ns>
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    <timestamp>2016-05-17T20:26:46Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>Created page with "===Use:=== An 'empathy hack' retro that forces team members to think of things from others' perspectives. ===Length of time:=== 60 minutes. ===Short Description:=== By the sim..."</comment>
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    <text bytes="1794" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to think of things from others' perspectives.
===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into two, each half dedicated to the above two questions, not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translate these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
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  <revision>
    <id>826</id>
    <parentid>825</parentid>
    <timestamp>2016-05-17T20:27:25Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Use: */</comment>
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    <text bytes="1780" xml:space="preserve">===Use:===
An 'empathy hack' retro that forces team members to see others' points of view.

===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into two, each half dedicated to the above two questions, not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translate these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
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  <revision>
    <id>827</id>
    <parentid>826</parentid>
    <timestamp>2016-05-17T20:28:02Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Use: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1786" xml:space="preserve">===Use:===
An 'empathy hack' retro that designed for team members to see others' points of view.

===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into two, each half dedicated to the above two questions, not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translate these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>02e4e28ec22235aab3a91086174c8f2669f6e340</sha1>
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  <revision>
    <id>828</id>
    <parentid>827</parentid>
    <timestamp>2016-05-17T20:28:21Z</timestamp>
    <contributor>
      <username>Richardatherton</username>
      <id>389</id>
    </contributor>
    <comment>/* Use: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1781" xml:space="preserve">===Use:===
An 'empathy hack' retro designed for team members to see others' points of view.

===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into two, each half dedicated to the above two questions, not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translate these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
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</page>
<page arvcontinue="20160517194910|802">
  <title>External Resources</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>831</id>
    <parentid>754</parentid>
    <timestamp>2016-05-29T16:50:02Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves
*[http://mwickman.com/effective-agile-meetings/ Video course: Running Effective Agile Retrospective Meetings] by Martin Wickman</text>
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  <title>User:Neally</title>
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    <timestamp>2016-07-09T08:17:23Z</timestamp>
    <contributor>
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      <id>1</id>
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    <comment>Creating user page for new user.</comment>
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    <text bytes="1274" xml:space="preserve">Neal is Director, Software Architect, and Meme Wrangler at ThoughtWorks, a global IT consultancy with an exclusive focus on end-to-end software development and delivery. Before joining ThoughtWorks, Neal was the Chief Technology Officer at The DSW Group, Ltd., a nationally recognized training and development firm.

Neal has a degree in Computer Science from Georgia State University specializing in languages and compilers and a minor in mathematics specializing in statistical analysis. He is also the designer and developer of applications, instructional materials, magazine articles, and video presentations. He is also the author of 6 books, including the most recent Presentation Patterns and Functional Thinking. Given his degree, Neal is a bit of a language geek, with affections including but not limited to Ruby, Clojure, Java, Groovy, JavaScript, Scala and C#/.NET. His primary consulting focus is the design and construction of large-scale enterprise applications. Neal is an internationally acclaimed speaker, having spoken at over 300 developer conferences worldwide, delivering more than 2000 presentations. If you have an insatiable curiosity about Neal, visit his web site at nealford.com. He welcomes feedback and can be reached at nford@thoughtworks.com.</text>
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      <id>1</id>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
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    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:17, 9 July 2016 (PDT)</text>
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    <contributor>
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      <id>1</id>
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    <comment>Creating user page for new user.</comment>
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    <text bytes="219" xml:space="preserve">My name is Neeraj Rawat i m sr.Dot net developer at I have Answer i want to contribute on this wiki and also want to share few things which is useful, please allow me a account to contribute on this wiki.

Thanks
Neeraj</text>
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  <ns>3</ns>
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    <contributor>
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      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:17, 9 July 2016 (PDT)</text>
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    <timestamp>2016-07-09T20:27:32Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <minor/>
    <comment>Creating user page for new user.</comment>
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    <text bytes="235" xml:space="preserve">My name is Horacio Duran. I am a Python Developer who enjoys problem solving and new technologies. I'm well-versed in concept testing for large scale projects, and has experience working with system integrations and georeference tools.</text>
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  <title>User talk:Duranhoracio</title>
  <ns>3</ns>
  <id>415</id>
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    <timestamp>2016-07-09T20:27:32Z</timestamp>
    <contributor>
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      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 13:27, 9 July 2016 (PDT)</text>
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<page arvcontinue="20160517194910|802">
  <title>User:Zachary Kniebel</title>
  <ns>2</ns>
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      <id>1</id>
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    <text bytes="626" xml:space="preserve">My name is Zachary Kniebel and I am a full-stack Web Application Developer and Software Developer, currently living in Philadelphia, PA. I have a Bachelor of Science in Computer Science from Northeastern University, and my primary focus and inspiration for my studies is Web Development. In my free time, I study human computer interface and the psychology of human computer interaction. I am both driven and self-motivated, and I am constantly experimenting with new technologies and techniques. I am very passionate about Web Development, and strive to better myself as a developer, and the development community as a whole.</text>
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  <title>User talk:Zachary Kniebel</title>
  <ns>3</ns>
  <id>417</id>
  <revision>
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    <timestamp>2016-07-09T20:27:45Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 13:27, 9 July 2016 (PDT)</text>
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  <title>User:Piotr.wegert</title>
  <ns>2</ns>
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    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <comment>Creating user page for new user.</comment>
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    <text bytes="179" xml:space="preserve">• 9+ years of experience in software development
• 4+ years of experience in technical team lead and HR manager roles
• 3+ years of experience in Scrum and Agile environment</text>
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  <revision>
    <id>899</id>
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    <timestamp>2016-07-12T19:08:27Z</timestamp>
    <contributor>
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    <minor/>
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    <text bytes="346" xml:space="preserve">• 9+ years of experience in software development&lt;br&gt;
• 4+ years of experience in technical team lead and HR manager roles&lt;br&gt;
• 3+ years of experience in Scrum and Agile environment&lt;br&gt;

• https://www.linkedin.com/in/piotrwegert&lt;br&gt;
• https://twitter.com/PiotrWegert&lt;br&gt;
• https://www.goodreads.com/user/show/55223537-piotr-wegert&lt;br&gt;</text>
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  <title>User talk:Piotr.wegert</title>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
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    <text bytes="326" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 02:05, 12 July 2016 (PDT)</text>
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  <title>User:Dkalra</title>
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    <comment>Creating user page for new user.</comment>
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    <text bytes="66" xml:space="preserve">Passionate advocate of Agile/Scrum

PSM and SAFE Agilist Certified</text>
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    <contributor>
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    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="326" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 09:32, 12 July 2016 (PDT)</text>
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  <title>Scrum Values</title>
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    <comment>Created page with "===Use:=== The exercise is an opportunity not only to get a common understanding of the Scrum Values and evaluate how the team adheres to them but also to dig a little deeper..."</comment>
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    <text bytes="4109" xml:space="preserve">===Use:===
The exercise is an opportunity not only to get a common understanding of the Scrum Values and evaluate how the team adheres to them but also to dig a little deeper in the context of transparency, inspection and adaptation - the three pillars of Scrum. 

===Length of time:===
Approximately 60 minutes

===Short Description:===
The overall exercise consist of four parts. Don’t change the order of the sub-exercises ex #1 and #2. They seem very similar but look at the Scrum Values in your team from different angles.

*[5-10 min] Introduction&lt;br&gt;
*[5 min] Exercise #1&lt;br&gt;
*[5 min] Exercise #2&lt;br&gt;
*[20-40 min] Results analysis and discussion&lt;br&gt;

===Materials:===
To start you will need a bunch of sticky notes and some pens. To visualize the results use either a whiteboard/flipchart or a projector/monitor and an app that allows creating radar charts (e.g. Excel). 

===Process:===

====Introduction====
This should be a quick chat to get a more or less common understanding of what each value means for everyone in the team. The purpose is not to dig deep (there will be time for that at the end of the exercise) but to make sure there are no big differences in how the team members understand each value (e.g. Focus might be misunderstood as not being “interrupted” at all while coding).

====Exercise #1 ====

The purpose of this exercise is to see how team members perceive the entire team adhering to each of the Scrum Values.

* Hand over a sticky note and a pen to each member of the team
* Ask everyone to rate on a scale of 1 (worst) to 5 (best) how good the entire team is in each of the five Scrum Values individually. That means it’s possible for instance to give a rate of 4 to each of the five Scrum Values. Any other combination of scores between 1 and 5 is also possible. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Exercise #2====
The second exercise is nearly identical as the first one with the only difference being how the scores are assigned. In ex #2 instead of rating each value individually team members will have to order them from the worst (1 point) to best (5 points). This is deliberately to overstress the differences between how each value was rated in ex #1 and bring into light problems that the team '''might''' consciously or unconsciously overlooked (e.g. in ex # 1 no Scrum Value got a lower score than 3 but in ex # 2 everyone ordered “Respect” as the worst value and “Openness” as the second-worst).
* Hand over one more sticky note to each member of the team
* Ask everyone to order all five Scrum Values by giving them a unique score between the worst (1 point) and the best (5 points). That means it’s possible to assign a given score to one and only one Scrum Value. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Results analysis and discussion====
The two exercises above should give good input for a discussion around the Scrum Values in your team and as mentioned before also in the context of Scrum’s three pillars: transparency, inspection, and adaptation. Be sure to sum up the scores for each exercise and visualize them (whiteboard/flipchart/Excel) in the form of a radar chart. Below are examples of radar charts for two hypothetical teams. The first team has pretty consistent results in both exercises. The second team however has much different scores in Respect and Openness between exercises #1 and #2 which doesn't guarantee but '''might''' suggest the team is not very comfortable with bringing those issues up or until now they were not aware those areas stand out. Be sure to discuss this difference in detail.

[[File:Team1.png]]&lt;br&gt;
Team 1 – Consistent results between Ex #1 and #2

[[File:Team2.png]]&lt;br&gt;
Team 2 – Big difference in Respect and Openness between Ex #1 and #2 '''might''' suggest an issue.

===Source:===
[http://retrospectivewiki.org/index.php?title=User:Piotr.wegert Piotr Wegert] originally posted at [https://www.scrum.org/Forums/aft/2136 Scrum.org forum]</text>
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    <text bytes="4111" xml:space="preserve">===Use:===
The exercise is an opportunity not only to get a common understanding of the Scrum Values and evaluate how the team adheres to them but also to dig a little deeper in the context of transparency, inspection and adaptation - the three pillars of Scrum. 

===Length of time:===
Approximately 60 minutes

===Short Description:===
The overall exercise consist of four parts. Don’t change the order of the sub-exercises ex #1 and #2. They seem very similar but look at the Scrum Values in your team from different angles.

*[5-10 min] Introduction&lt;br&gt;
*[5 min] Exercise #1&lt;br&gt;
*[5 min] Exercise #2&lt;br&gt;
*[20-40 min] Results analysis and discussion&lt;br&gt;

===Materials:===
To start you will need a bunch of sticky notes and some pens. To visualize the results use either a whiteboard/flipchart or a projector/monitor and an app that allows creating radar charts (e.g. Excel). 

===Process:===

====Introduction====
This should be a quick chat to get a more or less common understanding of what each value means for everyone in the team. The purpose is not to dig deep (there will be time for that at the end of the exercise) but to make sure there are no big differences in how the team members understand each value (e.g. Focus might be misunderstood as not being “interrupted” at all while coding).

====Exercise #1 ====

The purpose of this exercise is to see how team members perceive the entire team adhering to each of the Scrum Values.

* Hand over a sticky note and a pen to each member of the team
* Ask everyone to rate on a scale of 1 (worst) to 5 (best) how good the entire team is in each of the five Scrum Values individually. That means it’s possible for instance to give a rate of 4 to each of the five Scrum Values. Any other combination of scores between 1 and 5 is also possible. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Exercise #2====
The second exercise is nearly identical as the first one with the only difference being how the scores are assigned. In ex #2 instead of rating each value individually team members will have to order them from the worst (1 point) to best (5 points). This is deliberately to overstress the differences between how each value was rated in ex #1 and bring into light problems that the team '''might''' consciously or unconsciously overlooked (e.g. in ex # 1 no Scrum Value got a lower score than 3 but in ex # 2 everyone ordered “Respect” as the worst value and “Openness” as the second-worst).
* Hand over one more sticky note to each member of the team
* Ask everyone to order all five Scrum Values by giving them a unique score between the worst (1 point) and the best (5 points). That means it’s possible to assign a given score to one and only one Scrum Value. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Results analysis and discussion====
The two exercises above should give good input for a discussion around the Scrum Values in your team and as mentioned before also in the context of Scrum’s three pillars: transparency, inspection, and adaptation. Be sure to sum up the scores for each exercise and visualize them (whiteboard/flipchart/Excel) in the form of a radar chart. Below are examples of radar charts for two hypothetical teams. The first team has pretty consistent results in both exercises. The second team however has much different scores in Respect and Openness between exercises #1 and #2 which doesn't guarantee but '''might''' suggest the team is not very comfortable with bringing those issues up or until now they were not aware those areas stand out. Be sure to discuss this difference in detail.

[[File:Team1.png]]&lt;br&gt;

Team 1 – Consistent results between Ex #1 and #2

[[File:Team2.png]]&lt;br&gt;

Team 2 – Big difference in Respect and Openness between Ex #1 and #2 '''might''' suggest an issue.

===Source:===
[http://retrospectivewiki.org/index.php?title=User:Piotr.wegert Piotr Wegert] originally posted at [https://www.scrum.org/Forums/aft/2136 Scrum.org forum]</text>
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  <title>Scrum Values</title>
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    <text bytes="4105" xml:space="preserve">===Use===
The exercise is an opportunity not only to get a common understanding of the Scrum Values and evaluate how the team adheres to them but also to dig a little deeper in the context of transparency, inspection and adaptation - the three pillars of Scrum. 

===Length of time===
Approximately 60 minutes

===Short Description===
The overall exercise consist of four parts. Don’t change the order of the sub-exercises ex #1 and #2. They seem very similar but look at the Scrum Values in your team from different angles.

*[5-10 min] Introduction&lt;br&gt;
*[5 min] Exercise #1&lt;br&gt;
*[5 min] Exercise #2&lt;br&gt;
*[20-40 min] Results analysis and discussion&lt;br&gt;

===Materials===
To start you will need a bunch of sticky notes and some pens. To visualize the results use either a whiteboard/flipchart or a projector/monitor and an app that allows creating radar charts (e.g. Excel). 

===Process===

====Introduction====
This should be a quick chat to get a more or less common understanding of what each value means for everyone in the team. The purpose is not to dig deep (there will be time for that at the end of the exercise) but to make sure there are no big differences in how the team members understand each value (e.g. Focus might be misunderstood as not being “interrupted” at all while coding).

====Exercise #1 ====

The purpose of this exercise is to see how team members perceive the entire team adhering to each of the Scrum Values.

* Hand over a sticky note and a pen to each member of the team
* Ask everyone to rate on a scale of 1 (worst) to 5 (best) how good the entire team is in each of the five Scrum Values individually. That means it’s possible for instance to give a rate of 4 to each of the five Scrum Values. Any other combination of scores between 1 and 5 is also possible. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Exercise #2====
The second exercise is nearly identical as the first one with the only difference being how the scores are assigned. In ex #2 instead of rating each value individually team members will have to order them from the worst (1 point) to best (5 points). This is deliberately to overstress the differences between how each value was rated in ex #1 and bring into light problems that the team '''might''' consciously or unconsciously overlooked (e.g. in ex # 1 no Scrum Value got a lower score than 3 but in ex # 2 everyone ordered “Respect” as the worst value and “Openness” as the second-worst).
* Hand over one more sticky note to each member of the team
* Ask everyone to order all five Scrum Values by giving them a unique score between the worst (1 point) and the best (5 points). That means it’s possible to assign a given score to one and only one Scrum Value. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Results analysis and discussion====
The two exercises above should give good input for a discussion around the Scrum Values in your team and as mentioned before also in the context of Scrum’s three pillars: transparency, inspection, and adaptation. Be sure to sum up the scores for each exercise and visualize them (whiteboard/flipchart/Excel) in the form of a radar chart. Below are examples of radar charts for two hypothetical teams. The first team has pretty consistent results in both exercises. The second team however has much different scores in Respect and Openness between exercises #1 and #2 which doesn't guarantee but '''might''' suggest the team is not very comfortable with bringing those issues up or until now they were not aware those areas stand out. Be sure to discuss this difference in detail.

[[File:Team1.png]]&lt;br&gt;

Team 1 – Consistent results between Ex #1 and #2

[[File:Team2.png]]&lt;br&gt;

Team 2 – Big difference in Respect and Openness between Ex #1 and #2 '''might''' suggest an issue.

===Source===
[http://retrospectivewiki.org/index.php?title=User:Piotr.wegert Piotr Wegert] originally posted at [https://www.scrum.org/Forums/aft/2136 Scrum.org forum]</text>
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  <title>External Resources</title>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
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    <parentid>907</parentid>
    <timestamp>2016-12-26T09:10:42Z</timestamp>
    <contributor>
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      <id>344</id>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>1be5fb390dd4a5b81d4ab7070bdd902938737d6f</sha1>
  </revision>
  <revision>
    <id>924</id>
    <parentid>923</parentid>
    <timestamp>2016-12-26T09:36:01Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6060" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>42776346f6a8a37f12eb5d51a2335fb984e564d6</sha1>
  </revision>
  <revision>
    <id>925</id>
    <parentid>924</parentid>
    <timestamp>2016-12-26T10:42:35Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6209" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>86451fd2252c56ef32420446ecee07ad4e4cdc54</sha1>
  </revision>
  <revision>
    <id>956</id>
    <parentid>925</parentid>
    <timestamp>2017-11-14T11:17:29Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6454" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[http://lmsgoncalves.com/category/retrospectives/ Blog for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]

'''Online Training'''
*[https://oikosofyseries.com/agile-retrospectives Free 10 Days Agile Retrospectives Program] by Luis Goncalves
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
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  <title>User:Bil t</title>
  <ns>2</ns>
  <id>473</id>
  <revision>
    <id>908</id>
    <timestamp>2016-08-30T15:27:37Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="58" xml:space="preserve">Software Development Domain Manager @ Murex, Paris, France</text>
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<page arvcontinue="20160712194215|906">
  <title>User talk:Bil t</title>
  <ns>3</ns>
  <id>474</id>
  <revision>
    <id>909</id>
    <timestamp>2016-08-30T15:27:38Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="328" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 08:27, 30 August 2016 (PDT)</text>
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  <title>User:Pawel Milos</title>
  <ns>2</ns>
  <id>475</id>
  <revision>
    <id>910</id>
    <timestamp>2016-09-22T07:51:12Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="64" xml:space="preserve">Professional Scrum Master, Product Owner, Coacher, Kanban Leader</text>
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</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Pawel Milos</title>
  <ns>3</ns>
  <id>476</id>
  <revision>
    <id>911</id>
    <timestamp>2016-09-22T07:51:13Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="331" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 00:51, 22 September 2016 (PDT)</text>
    <sha1>ce69da53c7bfd05c8d4f0efc8feddfdda009065d</sha1>
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<page arvcontinue="20160712194215|906">
  <title>User:Masargen</title>
  <ns>2</ns>
  <id>477</id>
  <revision>
    <id>912</id>
    <timestamp>2016-12-06T11:59:08Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
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    <text bytes="101" xml:space="preserve">University Libraries, working on a small agile team to offer the best LIS and Discovery Layer around.</text>
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<page arvcontinue="20160712194215|906">
  <title>User talk:Masargen</title>
  <ns>3</ns>
  <id>478</id>
  <revision>
    <id>913</id>
    <timestamp>2016-12-06T11:59:08Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:59, 6 December 2016 (PST)</text>
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<page arvcontinue="20160712194215|906">
  <title>User:Lukehohmann</title>
  <ns>2</ns>
  <id>479</id>
  <revision>
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    <timestamp>2016-12-13T12:22:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <comment>Creating user page for new user.</comment>
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    <text bytes="2507" xml:space="preserve">Luke Hohmann is the Founder and CEO of Conteneo, Inc. (formerly, The Innovation Games® Company). Conteneo’s enterprise software platforms and professional services merge collaborate frameworks, data analytics and domain expertise to help enterprises optimize decision making in the areas of strategy, innovation, sales, product development and market research. Conteneo has a wide array of customers from startups to Fortune 500 enterprises including Adobe, Capital One, PayU, Rackspace, Transamerica and Reed Elsevier among others. These customers are using Conteneo's multidimensional collaboration frameworks to help solve their truly enduring problems: identifying unmet needs, developing and aligning on strategic choices, creating compelling offerings, and improving delivery processes.

Luke's is also co-founder of Every Voice Engaged Foundation, a 501 3(c) nonprofit that that helps citizens, governments and nonprofit organizations collaborate at scale to solve both technical and wicked problems. EVEF has been a leader in the Participatory Budgeting movement, helping citizens prioritize hundreds of millions of dollars through Budget Games. EVEF has also partnered with The Kettering Foundation to create Common Ground for Action, the first platform for scalable Deliberative Decision Making. Endorsed by both the Agile Alliance and the Scrum Alliance, Luke is thankful for the thousands of colleagues from the Agile Community who have donated their time to EVEF.

The author of four books on topics ranging from organizational behavior to software architecture and portfolio prioritization and the inventor of several patents, Luke is an internationally recognized leader in the Agile Community. He co-founded the first Agile Conference in 2003 and has served on the Board of the Agile Alliance, sponsoring the first track devoted to Product Management. Under his leadership Conteneo has conducted market research and strategy services development for the Scrum Alliance and the Agile Alliance. Luke was the keynote speaker at Agile 2015 and is the keynote speaker for Agile Australia in June of 2016. Luke is also the creator of ProductCamp and Playcamp, the world's largest series of unconferences for Product Managers and Innovation Gamers/Gamestomers. 

Innovation Games is are featured and recommended by a number of prominent authors, including Alexander Osterwalder, Mitch Lacey, Kenny Rubin, Chris Matts, Lyssa Adkins, Tom Grant, Israel Gat, Al Shalloway, Jesse Fewell and Cory Foy.</text>
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<page arvcontinue="20160712194215|906">
  <title>User talk:Lukehohmann</title>
  <ns>3</ns>
  <id>480</id>
  <revision>
    <id>920</id>
    <timestamp>2016-12-13T12:22:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="330" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 04:22, 13 December 2016 (PST)</text>
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<page arvcontinue="20160712194215|906">
  <title>Tips &amp; tricks</title>
  <ns>0</ns>
  <id>39</id>
  <revision>
    <id>921</id>
    <parentid>717</parentid>
    <timestamp>2016-12-26T08:59:17Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
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    <text bytes="1560" xml:space="preserve">Add any simple tips you have for improving retrospectives. Can be generated by running a [[Retrospective Surgery]].

*Split into small groups to narrow down actions (helps with large teams or with quiet members)
*Use a space without a table
*Have a backlog of retrospective actions with done / not done next to them
*Write the output on a flip chart and stick it up in the workspace where all can see
*Location, location, location - find a good spaces and mix it up so not always in same place
*Write up the retrospective output including actions and put on a blog/wiki or send round in an email
*Forward-specting - what can we start doing now
*Do a [https://www.benlinders.com/2016/warm-up-exercises-for-agile-retrospectives/ 'warm up' exercise] to break down any tension and get people in the mood (see below)
*Food (especially nice food like cakes &amp; biscuits) is an excellent way to make the session more appealing and is a great leveller.
*Use a facilitator from outside the team (e.g. another team's scrum master)
*Swap the facilitation role within the team: don't let it fall to the same person (coach, scrum master) each time
*Plan your retrospectives - don't just turn up and run it the same way each time. Develop a [https://www.benlinders.com/2013/have-a-toolbox-of-retrospective-techniques/ toolbox with exercises].
*Throw away everything from the retrospective except the retrospective actions. Focus on outcomes, not problems.
*Create awareness for [https://www.benlinders.com/2013/retrospective-benefits-power-to-the-team/ Retrospective Benefits]</text>
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<page arvcontinue="20160712194215|906">
  <title>Common ailments &amp; cures</title>
  <ns>0</ns>
  <id>40</id>
  <revision>
    <id>922</id>
    <parentid>623</parentid>
    <timestamp>2016-12-26T09:03:18Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
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    <text bytes="4004" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Reduce actions to a manageable number
*More suggestions in [http://www.infoq.com/news/2014/02/retrospective-actions-done Having Actions Done from Retrospectives]

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Focus on the [https://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ vital few actions], only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use [https://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ root cause analysis]
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting
*Use Retrospective Exercises from [https://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] or [http://www.plans-for-retrospectives.com/ Retr-O-Mat]

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a [http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a [http://www.benlinders.com/2011/devil%E2%80%99s-or-angel%E2%80%99s-advocate-which-role-do-you-prefer/ Devil's Advocate or Angel's Advocate]
*Try De Bono's [[6 Thinking Hats Retrospective]]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan or a [http://www.benlinders.com/2013/using-solution-focused-in-a-strengths-based-retrospective/ Strenghts based Retrospective]</text>
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  <title>User:Andyskw</title>
  <ns>2</ns>
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  <revision>
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    <timestamp>2017-01-04T20:24:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
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    <text bytes="161" xml:space="preserve">I work as an AC, and would like to fix the formatting for the following wiki page. :)
 - http://retrospectivewiki.org/index.php?title=Questions_Retrospective

:)</text>
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<page arvcontinue="20160712194215|906">
  <title>User talk:Andyskw</title>
  <ns>3</ns>
  <id>482</id>
  <revision>
    <id>927</id>
    <timestamp>2017-01-04T20:24:07Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="328" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 12:24, 4 January 2017 (PST)</text>
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  <title>User:Piotr.wegert</title>
  <ns>2</ns>
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    <timestamp>2017-01-31T21:06:31Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
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    <text bytes="362" xml:space="preserve">Scrum Master @PerformGroup
&lt;br&gt;Bielsko-Biala, Poland 

My retro exercises: 

• [http://retrospectivewiki.org/index.php?title=Scrum_Values Scrum Values]

You can find me on:

• [https://www.linkedin.com/in/piotrwegert LinkedIn]&lt;br&gt;
• [https://twitter.com/PiotrWegert Twitter]&lt;br&gt;
• [https://www.goodreads.com/user/show/55223537-piotr-wegert Goodreads]&lt;br&gt;</text>
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  <revision>
    <id>945</id>
    <parentid>928</parentid>
    <timestamp>2017-09-04T19:47:39Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
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    <format>text/x-wiki</format>
    <text bytes="443" xml:space="preserve">Scrum Master
&lt;br&gt;Bielsko-Biala, Poland 

My retro exercises: 

* [http://retrospectivewiki.org/index.php?title=Scrum_Values Scrum Values]
* [http://retrospectivewiki.org/index.php?title=Facebook_Reactions_Retrospective Facebook Reactions Retrospective]

You can find me on:

* [https://www.linkedin.com/in/piotrwegert LinkedIn]
* [https://twitter.com/PiotrWegert Twitter]
* [https://www.goodreads.com/user/show/55223537-piotr-wegert Goodreads]</text>
    <sha1>c8753e5c072a05938fd9331c3ec843c6126c5412</sha1>
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  <revision>
    <id>946</id>
    <parentid>945</parentid>
    <timestamp>2017-09-20T09:54:11Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="527" xml:space="preserve">Scrum Master
&lt;br&gt;Bielsko-Biala, Poland 

My retro exercises: 

* [http://retrospectivewiki.org/index.php?title=Scrum_Values Scrum Values]
* [http://retrospectivewiki.org/index.php?title=Facebook_Reactions_Retrospective Facebook Reactions Retrospective]

My Blog (polish only for now)

* [https://piotrwegert.pl Piotr Wegert - Blog]

You can also find me on:

* [https://www.linkedin.com/in/piotrwegert LinkedIn]
* [https://twitter.com/PiotrWegert Twitter]
* [https://www.goodreads.com/user/show/55223537-piotr-wegert Goodreads]</text>
    <sha1>95e8e633720c00a03a83a716517b5038786c2945</sha1>
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  <revision>
    <id>955</id>
    <parentid>946</parentid>
    <timestamp>2017-11-10T16:25:12Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="579" xml:space="preserve">Scrum Master
&lt;br&gt;Bielsko-Biala, Poland 

My retro exercises: 

* [http://retrospectivewiki.org/index.php?title=Scrum_Values Scrum Values]
* [http://retrospectivewiki.org/index.php?title=Facebook_Reactions_Retrospective Facebook Reactions Retrospective]

My Blog (polish only for now)

* [https://piotrwegert.pl Piotr Wegert - Blog]

You can also find me on:

* [https://fb.me/BedacMlodymScrumMasterem Facebook]
* [https://www.linkedin.com/in/piotrwegert LinkedIn]
* [https://twitter.com/PiotrWegert Twitter]
* [https://www.goodreads.com/user/show/55223537-piotr-wegert Goodreads]</text>
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<page arvcontinue="20160712194215|906">
  <title>User:CamiloMotta</title>
  <ns>2</ns>
  <id>483</id>
  <revision>
    <id>929</id>
    <timestamp>2017-01-31T21:07:20Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="211" xml:space="preserve">Extremely passionate about continuous improvement. Always looking for opportunities to become better. Professional and enthusiast quality assurance engineer.co-founder of goReflect. An online retrospective tool.</text>
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<page arvcontinue="20160712194215|906">
  <title>User talk:CamiloMotta</title>
  <ns>3</ns>
  <id>484</id>
  <revision>
    <id>930</id>
    <timestamp>2017-01-31T21:07:20Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 13:07, 31 January 2017 (PST)</text>
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<page arvcontinue="20160712194215|906">
  <title>User:Jimbuckleybarrett</title>
  <ns>2</ns>
  <id>485</id>
  <revision>
    <id>931</id>
    <timestamp>2017-04-11T09:37:02Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="997" xml:space="preserve">Certified Product Owner (CSPO) and Certified Scrum Master (CSM) with demonstrated success starting and sustaining high-performance Scrum teams on information technology projects. Experience in agile estimation, project scheduling, metrics creation and risk management using Scrum and traditional project methodologies. Strong problem resolution, leadership and communication skills with proven ability working with globally dispersed teams.


Experienced developer and project manager with a history of delivering projects meeting the customers' requirements on time and within budget. Handled all aspects of requirements gathering from customers (internal and external), estimating workloads, scheduling tasks, managing external contractors, billing and, of course, handling unexpected issues. Extensive experience of delivering applications running on a Microsoft Windows based platform using SQL Server, MySQL, Access, VB/.net ASP/.net and related web technologies (SOAP, XML, HTML, Java, CSS).</text>
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</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Jimbuckleybarrett</title>
  <ns>3</ns>
  <id>486</id>
  <revision>
    <id>932</id>
    <timestamp>2017-04-11T09:37:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 02:37, 11 April 2017 (PDT)</text>
    <sha1>30f492dfaf08435d449221077d89fdd54041d561</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User:Agilechamps</title>
  <ns>2</ns>
  <id>487</id>
  <revision>
    <id>933</id>
    <timestamp>2017-04-18T08:39:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="366" xml:space="preserve">I have close to 17 years of experience on software. I have been managing multiple products at technology and process front. I am SEI certified ATM and later moved to Agile. It's been 10 years, I am fully into Agile. I have driven projects on XP, Scrum, and Kanban. 

LinkedIn profile - https://www.linkedin.com/in/sandeep-jain-b9271a1/

WebSite - www.agilechamps.com</text>
    <sha1>bc5d5cc4426a9c84b40ef044c208e8f363988e1a</sha1>
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</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Agilechamps</title>
  <ns>3</ns>
  <id>488</id>
  <revision>
    <id>934</id>
    <timestamp>2017-04-18T08:39:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:39, 18 April 2017 (PDT)</text>
    <sha1>2acbf922f271d479b1244665519bb3aea6392bb2</sha1>
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</page>
<page arvcontinue="20160712194215|906">
  <title>User:Clake</title>
  <ns>2</ns>
  <id>489</id>
  <revision>
    <id>935</id>
    <timestamp>2017-04-26T19:15:33Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="43" xml:space="preserve">Scurm Master that enjoys servant leadership</text>
    <sha1>030ad38fd4b17595d13600f333be9d1a00f7019a</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Clake</title>
  <ns>3</ns>
  <id>490</id>
  <revision>
    <id>936</id>
    <timestamp>2017-04-26T19:15:33Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 12:15, 26 April 2017 (PDT)</text>
    <sha1>d525ab33463efc13218769b543598dda78fb3f46</sha1>
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</page>
<page arvcontinue="20160712194215|906">
  <title>User:Dgormley23</title>
  <ns>2</ns>
  <id>491</id>
  <revision>
    <id>937</id>
    <timestamp>2017-05-11T14:04:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="71" xml:space="preserve">Agile Scrum Master and Coach, leading Agile Transformation for 4 years.</text>
    <sha1>9f03da954c58dbb4e600c1884a8c64d71f357984</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Dgormley23</title>
  <ns>3</ns>
  <id>492</id>
  <revision>
    <id>938</id>
    <timestamp>2017-05-11T14:04:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 07:04, 11 May 2017 (PDT)</text>
    <sha1>629617e761520e5dc241ba5c0221b213381002c0</sha1>
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</page>
<page arvcontinue="20160712194215|906">
  <title>User:Ry</title>
  <ns>2</ns>
  <id>493</id>
  <revision>
    <id>939</id>
    <timestamp>2017-07-14T16:18:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="35" xml:space="preserve">Kanban dancer and generally scrummy</text>
    <sha1>dd97ebaca3eaf5a0b8ef97664139fd39436eb62a</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Ry</title>
  <ns>3</ns>
  <id>494</id>
  <revision>
    <id>940</id>
    <timestamp>2017-07-14T16:18:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="326" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 09:18, 14 July 2017 (PDT)</text>
    <sha1>833468840eb88cf21db8ef32fa8e7852bbd3c2a0</sha1>
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</page>
<page arvcontinue="20160712194215|906">
  <title>User:TheDomes</title>
  <ns>2</ns>
  <id>495</id>
  <revision>
    <id>941</id>
    <timestamp>2017-07-14T16:19:11Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="86" xml:space="preserve">Involved with Agile/Scrum for over 10 years in both hardware and software enviornments</text>
    <sha1>2c76016e528dbdd575876058f3ef04678e1062a8</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:TheDomes</title>
  <ns>3</ns>
  <id>496</id>
  <revision>
    <id>942</id>
    <timestamp>2017-07-14T16:19:11Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="326" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 09:19, 14 July 2017 (PDT)</text>
    <sha1>10f59d0cc73a6e6d72af647ecf3b7b6f3c89b529</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>943</id>
    <parentid>898</parentid>
    <timestamp>2017-09-04T19:06:13Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6758" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-</text>
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  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>Facebook Reactions Retrospective</title>
  <ns>0</ns>
  <id>497</id>
  <revision>
    <id>944</id>
    <timestamp>2017-09-04T19:46:07Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <comment>Created page with "===Use=== A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.  ===Length of time=== 60 - 120 minutes   ===Short Description=== A variatio..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2009" xml:space="preserve">===Use===
A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.

===Length of time===
60 - 120 minutes 

===Short Description===
A variation of the [http://retrospectivewiki.org/index.php?title=Glad,_Sad,_Mad "Glad", "Sad", "Mad"] retrospective inspired by the [https://www.wired.com/2016/02/facebook-reactions-totally-redesigned-like-button reactions feature used on Facebook]. Instead of the original three "Glad", "Sad", "Mad" columns the team can use the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry". 

===Materials===
*Sticky notes
*Pens
*Whiteboard (optional)

===Process===
* The facilitator sets up six columns on a whiteboard or directly on the wall using "header" sticky notes. Distributed teams can use one of the many online tools e.g. https://funretro.github.io
**Liked
**Loved
**Made me laugh
**Surprised me
**Made me sad
**Made me angry

* Everyone individually writes down observations regarding the previous sprint/release/project. Each observation should be written on a separate card and fit into one of the six columns. This part can be time-boxed not to get overwhelmed with too many observations.
	
* After everyone is done or the time-box is over the team can group similar observations and use a voting/prioritizing technique if there are too many sticky notes to comprehend.
	
* The last step is discussion and action items generation. If the team used voting/prioritization use that order. If not, start with the column the team is most passionate about and continue column by column.

===Source===
Author: [http://retrospectivewiki.org/index.php?title=User:Piotr.wegert Piotr Wegert] 

Side note: I spent some time looking for similar exercises and found [https://www.slideshare.net/jasperverdooren/facebook-retrospective the following one] by Jasper Verdooren, written in 2012 (at that time there was only the "Like" button, reactions were introduced in 2016). Be sure to check it out as well.</text>
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<page arvcontinue="20160712194215|906">
  <title>User:Meavemc</title>
  <ns>2</ns>
  <id>498</id>
  <revision>
    <id>947</id>
    <timestamp>2017-10-27T10:18:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="40" xml:space="preserve">New to the world of being a scrum master</text>
    <sha1>5b78274cca4535113e96b8a0d1cd7eb1343e5c01</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Meavemc</title>
  <ns>3</ns>
  <id>499</id>
  <revision>
    <id>948</id>
    <timestamp>2017-10-27T10:18:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:18, 27 October 2017 (PDT)</text>
    <sha1>45d576865aed157e984884bf979e9a45cef86086</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User:DocList</title>
  <ns>2</ns>
  <id>500</id>
  <revision>
    <id>949</id>
    <timestamp>2017-10-27T10:19:32Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="220" xml:space="preserve">I've been working in software organizations for almost 40 years. For much of that time I've been doing Agile stuff, even before I knew there was something called Agile. Today I am an Agile Coach, Trainer, and Consultant.</text>
    <sha1>80caac422bebd5d4811f2e91d0a6399ebbf78a42</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:DocList</title>
  <ns>3</ns>
  <id>501</id>
  <revision>
    <id>950</id>
    <timestamp>2017-10-27T10:19:32Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:19, 27 October 2017 (PDT)</text>
    <sha1>902ebe455660ad8756a5c039405e0456927dcfaa</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User:Tom.murton</title>
  <ns>2</ns>
  <id>502</id>
  <revision>
    <id>951</id>
    <timestamp>2017-10-27T10:19:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="122" xml:space="preserve">Been doing Agile for about 15 years, from PO, to SM to Agile coach, mainly just want to add some of my retro ideas in here</text>
    <sha1>861a0b818aee3553ddfecdfe25891bc4c866654e</sha1>
  </revision>
</page>
<page arvcontinue="20160712194215|906">
  <title>User talk:Tom.murton</title>
  <ns>3</ns>
  <id>503</id>
  <revision>
    <id>952</id>
    <timestamp>2017-10-27T10:19:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:19, 27 October 2017 (PDT)</text>
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  <title>User:MichaelRWolf</title>
  <ns>2</ns>
  <id>504</id>
  <revision>
    <id>953</id>
    <timestamp>2017-10-27T10:20:02Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
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    <text bytes="335" xml:space="preserve">I have
 * been a developer,
 * supported tools used by developers,
 * trained mid-careeer developers,
 * coached developers, and
 * built high performing teams of developers.

I love creating environments where software developers can flourish.  One of the fundamental tools I've used to do that is sprint (and release) retrospectives.</text>
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<page arvcontinue="20160712194215|906">
  <title>User talk:MichaelRWolf</title>
  <ns>3</ns>
  <id>505</id>
  <revision>
    <id>954</id>
    <timestamp>2017-10-27T10:20:02Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 03:20, 27 October 2017 (PDT)</text>
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<page arvcontinue="20160712194215|906">
  <title>User:Paul.dambra</title>
  <ns>2</ns>
  <id>506</id>
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    <id>957</id>
    <timestamp>2017-11-25T09:58:31Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="69" xml:space="preserve">Devloper. Avoiding watermelons, asking questions, typing, semi-colons</text>
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<page arvcontinue="20160712194215|906">
  <title>User talk:Paul.dambra</title>
  <ns>3</ns>
  <id>507</id>
  <revision>
    <id>958</id>
    <timestamp>2017-11-25T09:58:32Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="330" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:58, 25 November 2017 (PST)</text>
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  <title>File:Axes.png</title>
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    <timestamp>2017-11-28T12:42:58Z</timestamp>
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  <title>File:The-quadrants.png</title>
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    <timestamp>2017-11-28T12:43:22Z</timestamp>
    <contributor>
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<page arvcontinue="20171128124742|961">
  <title>2 fast 2 valuable</title>
  <ns>0</ns>
  <id>510</id>
  <revision>
    <id>961</id>
    <timestamp>2017-11-28T12:47:42Z</timestamp>
    <contributor>
      <username>Paul.dambra</username>
      <id>412</id>
    </contributor>
    <comment>adds first version of the page</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2883" xml:space="preserve">== Use: ==

This format let's you assess different working practices. So it's particularly useful for a newly formed team or where team members have different ways of working from each other (for example they haven't been pairing)

== Length of time: ==

60 minutes +

== Short Description: ==

Team members place a post-it note for each practice or tool they use against two axes. The axes are how much value something helps deliver, and how fast it helps you deliver. This lets you identify and talk about items that, for example, some team members feel slow you down but others feel speed you up. As a result you can focus on concrete ways to change day-to-day work to address the difference

== Materials: ==

* Flip chart or whiteboard
* marker to draw axes
* post-it notes
* sharpies

== Process: ==

First draw the two axes large enough to hold at least 5-10 post-its per team member. People can tend to add a lot of items
[[File:axes.png|thumb|none]]

Once the axes are on the board draw on the quadrants this represents and explain how to place items against them. Add one or two to give people an idea of how to contribute.
[[File:the-quadrants.png|thumb|none]]

Next allow 10-30 minutes (depending on team size) for people to place their post-its. 

This can get bogged down in discussion over where something should go. The facilitator should allow the discussion to run while it is constructive but if starts to drift or hit a stalemate then remind people they can add the same item more than once and that can be discussed at the end.

Once everyone is finished talk through what is on the board. Looking for areas where 
* everyone agrees, 
* areas that are useful for coaching or surprising (e.g. tests are not valuable, or deploying software slows us down), 
* and areas with stark differences (often this is where developers and "project managers" differ on the value of, for example, roadmaps for stakeholder reporting).

If there are a lot of areas to discuss you can highlight the areas and dot vote to prioritise the discussions.

When discussing the discoveries the highlight is to discuss how to increase the value the team can deliver and the speed it can deliver at.

'''Example 1'''

TDD might be considered by some to slow them down even though it protects against defects. Potential actions are to practice katas together or mob on changes so that a team style develops or to refactor code to improve its testability

'''Example 2'''

Or developers might consider work creating roadmaps to slow us down but delivery or project managers can explain that it enables them to communicate and set expectations. Actions can be set to reduce the effort required to create and maintain the roadmaps so that they still release value with less impact on team speed

Source:

[http://pauldambra.github.io/2017/07/retrosperiment.html Blog post describing the method]</text>
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<page arvcontinue="20171128124742|961">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>962</id>
    <parentid>943</parentid>
    <timestamp>2017-11-28T12:50:13Z</timestamp>
    <contributor>
      <username>Paul.dambra</username>
      <id>412</id>
    </contributor>
    <comment>adds row for the 2 fast 2 valuable page</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6997" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-</text>
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    <parentid>962</parentid>
    <timestamp>2018-01-04T08:36:09Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7217" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goaols, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-</text>
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  <revision>
    <id>1000</id>
    <parentid>974</parentid>
    <timestamp>2018-01-05T13:30:13Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7430" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-</text>
    <sha1>b487d616ef1f83d6eb7af96a0213b30f0e18030c</sha1>
  </revision>
  <revision>
    <id>1004</id>
    <parentid>1000</parentid>
    <timestamp>2018-01-05T13:39:18Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7663" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-</text>
    <sha1>1e4ba429c3b4b0222d54028ff29c8b15cf5b0db3</sha1>
  </revision>
  <revision>
    <id>1007</id>
    <parentid>1004</parentid>
    <timestamp>2018-01-05T13:44:24Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7923" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-</text>
    <sha1>51adde25dead5826ca09835c3889288fd3ff829b</sha1>
  </revision>
  <revision>
    <id>1010</id>
    <parentid>1007</parentid>
    <timestamp>2018-01-05T13:47:43Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8127" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-
|'''[[Basket Ball]]'''
|A way for a team to discuss how can they work as an agile team.
|Useful for brainstorming what it takes for team members working in silos to start working as an agile team.
|60
|-</text>
    <sha1>4893ef4873f768985c8d76bcee068c09d001bd8e</sha1>
  </revision>
</page>
<page arvcontinue="20171128124742|961">
  <title>User:Innoreq</title>
  <ns>2</ns>
  <id>511</id>
  <revision>
    <id>963</id>
    <timestamp>2017-11-29T09:10:57Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="70" xml:space="preserve">Scrum Coach in various industries, with a focus on Automotive and Rail</text>
    <sha1>ebb743c998eca8076b23d9cbf30d960c933d6405</sha1>
  </revision>
</page>
<page arvcontinue="20171128124742|961">
  <title>User talk:Innoreq</title>
  <ns>3</ns>
  <id>512</id>
  <revision>
    <id>964</id>
    <timestamp>2017-11-29T09:10:58Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="330" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:10, 29 November 2017 (PST)</text>
    <sha1>e48584cf259e2e29faccb8fa8ddbf9f8014f58a4</sha1>
  </revision>
</page>
<page arvcontinue="20171128124742|961">
  <title>Retrospective plan template</title>
  <ns>0</ns>
  <id>28</id>
  <revision>
    <id>965</id>
    <parentid>487</parentid>
    <timestamp>2018-01-04T08:18:39Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Use: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1751" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.
'''Instructions''': As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Length of time:===
Approximate duration of the exercise.
===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>8da3d65740f953b36c8407633672f7650d793637</sha1>
  </revision>
  <revision>
    <id>966</id>
    <parentid>965</parentid>
    <timestamp>2018-01-04T08:19:16Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Length of time: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1721" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.
'''Instructions''': As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Length of time:===
60 min

===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>c7bed3f7627f2e0376aca711ce3fde74c8220045</sha1>
  </revision>
  <revision>
    <id>967</id>
    <parentid>966</parentid>
    <timestamp>2018-01-04T08:19:32Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Short Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2410" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.
'''Instructions''': As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>a1efe0b8df3a111d09435e70882955bc19699335</sha1>
  </revision>
  <revision>
    <id>968</id>
    <parentid>967</parentid>
    <timestamp>2018-01-04T08:19:42Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Use: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1673" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>18d4d6cdd8c6fb5f0d9e2e30b62f1bb649d4d750</sha1>
  </revision>
  <revision>
    <id>969</id>
    <parentid>968</parentid>
    <timestamp>2018-01-04T08:19:53Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Materials: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1674" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
Credit to the retrospective plan author which could include a link to the original or creator's website.</text>
    <sha1>cb6c6a50a77b23529f6ac50c9505c6e8943e800c</sha1>
  </revision>
  <revision>
    <id>970</id>
    <parentid>969</parentid>
    <timestamp>2018-01-04T08:20:59Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Source: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1622" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>201c32282f6474899dd6acf0d1d14796c8630b87</sha1>
  </revision>
  <revision>
    <id>971</id>
    <parentid>970</parentid>
    <timestamp>2018-01-04T08:24:18Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1648" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.
C:\Madhavi\retros\MH.png

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>636a108e9f827dcf0ca1c3ea1ba8c91c3cd20607</sha1>
  </revision>
  <revision>
    <id>972</id>
    <parentid>971</parentid>
    <timestamp>2018-01-04T08:26:00Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1658" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

[[File:C:\Madhavi\retros\MH.png]]

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>105b107029fca6a2920db80146ce6d9059d5898a</sha1>
  </revision>
  <revision>
    <id>995</id>
    <parentid>972</parentid>
    <timestamp>2018-01-05T13:19:57Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1623" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>9e7b5610d94d373d95b7d726ecbe32f6072381e5</sha1>
  </revision>
  <revision>
    <id>996</id>
    <parentid>995</parentid>
    <timestamp>2018-01-05T13:20:13Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Source: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1570" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

===Source:===</text>
    <sha1>2b1c0c90cd5a5140584b6263d891778eb19b04ed</sha1>
  </revision>
  <revision>
    <id>997</id>
    <parentid>996</parentid>
    <timestamp>2018-01-05T13:20:31Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Use: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1375" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

===Source:===</text>
    <sha1>ee772012b6365acf4e82d5c87495f9143c25b51d</sha1>
  </revision>
  <revision>
    <id>998</id>
    <parentid>997</parentid>
    <timestamp>2018-01-05T13:21:01Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Undo revision 967 by [[Special:Contributions/Ledalla Madhavi|Ledalla Madhavi]] ([[User talk:Ledalla Madhavi|talk]])</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="686" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===

===Length of time:===
60 min

===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

===Source:===</text>
    <sha1>87e808f8ebee289cdf3c0a54c88e61eaa613f6f0</sha1>
  </revision>
  <revision>
    <id>999</id>
    <parentid>998</parentid>
    <timestamp>2018-01-05T13:21:26Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Undo revision 969 by [[Special:Contributions/Ledalla Madhavi|Ledalla Madhavi]] ([[User talk:Ledalla Madhavi|talk]])</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="685" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===

===Length of time:===
60 min

===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

===Source:===</text>
    <sha1>dde7110ca667239e1c0d160a6e46bfda2b2db491</sha1>
  </revision>
</page>
<page arvcontinue="20171128124742|961">
  <title>File:MH.png</title>
  <ns>6</ns>
  <id>513</id>
  <revision>
    <id>973</id>
    <timestamp>2018-01-04T08:27:32Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="0" xml:space="preserve"></text>
    <sha1>da39a3ee5e6b4b0d3255bfef95601890afd80709</sha1>
  </revision>
  <revision>
    <id>980</id>
    <parentid>973</parentid>
    <timestamp>2018-01-04T09:09:07Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Ledalla Madhavi uploaded a new version of [[File:MH.png]]</comment>
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<page arvcontinue="20171128124742|961">
  <title>Mountain Hiking</title>
  <ns>0</ns>
  <id>514</id>
  <revision>
    <id>975</id>
    <timestamp>2018-01-04T08:37:15Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Created page with "Situation: Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.  Ins..."</comment>
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    <text bytes="937" xml:space="preserve">Situation: Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

[[File:C:\Madhavi\retros\MH.png]]</text>
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  </revision>
  <revision>
    <id>977</id>
    <parentid>975</parentid>
    <timestamp>2018-01-04T09:04:41Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
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====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

[[File:C:\Madhavi\retros\MH.png]]

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>105b107029fca6a2920db80146ce6d9059d5898a</sha1>
  </revision>
  <revision>
    <id>978</id>
    <parentid>977</parentid>
    <timestamp>2018-01-04T09:05:28Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1558" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===

[[Media:C:\Madhavi\retros\MH.png]]
[[File:C:\Madhavi\retros\MH.png]]

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>7ace31741ecfdd6cfe8fdbc3a513106401ae47e9</sha1>
  </revision>
  <revision>
    <id>979</id>
    <parentid>978</parentid>
    <timestamp>2018-01-04T09:06:38Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1544" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===

[[File:C:\Madhavi\retros\MH.png]]
[[File:Example.jpg]]

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>8ade422c2b1a42d6ca8a88fb45eed7d0b2fec815</sha1>
  </revision>
  <revision>
    <id>981</id>
    <parentid>979</parentid>
    <timestamp>2018-01-04T09:10:10Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1504" xml:space="preserve">__NOTOC__
====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
[[File:MH.png]]

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>45f895e514b66f85ab6c6e3508fefea8bb7f8d0b</sha1>
  </revision>
  <revision>
    <id>982</id>
    <parentid>981</parentid>
    <timestamp>2018-01-04T09:11:17Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Contribute */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1180" xml:space="preserve">__NOTOC__
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Any materials required e.g. flip charts, post-it notes etc.

===Process:===
[[File:MH.png]]

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>ab8d3643379576693455a93fd1dd6b6f71e4d7db</sha1>
  </revision>
  <revision>
    <id>983</id>
    <parentid>982</parentid>
    <timestamp>2018-01-04T09:14:43Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Materials: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1268" xml:space="preserve">__NOTOC__
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Process:===
[[File:MH.png]]

===Source:===
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>6ee98b47883bf36d6aa9ca23541f68b9aa1b0481</sha1>
  </revision>
  <revision>
    <id>984</id>
    <parentid>983</parentid>
    <timestamp>2018-01-04T09:15:32Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Source: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1286" xml:space="preserve">__NOTOC__
===Use:===
Mountain Climbing
'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Process:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>4e3a39c0d548b30ec4480ee24a63840ac1130c5e</sha1>
  </revision>
  <revision>
    <id>985</id>
    <parentid>984</parentid>
    <timestamp>2018-01-04T09:17:41Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Use: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1269" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Process:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>45eb3ac5d1c2d7a5f0c0cdb0f24aefd977ccbd43</sha1>
  </revision>
  <revision>
    <id>986</id>
    <parentid>985</parentid>
    <timestamp>2018-01-04T09:20:15Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1277" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Short Description:===
Instructions: As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>af94025563bfa4c1c96d708922419a8f8735f0cb</sha1>
  </revision>
  <revision>
    <id>987</id>
    <parentid>986</parentid>
    <timestamp>2018-01-04T09:20:34Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Short Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1259" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

===Instructions:===
 As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>42efadf8d6fdda87326667376d19de1ab8333e52</sha1>
  </revision>
  <revision>
    <id>988</id>
    <parentid>987</parentid>
    <timestamp>2018-01-04T09:21:12Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Instructions: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1265" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

==='''Instructions:'''===
 As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>145a22487a6e2e6ccfcf20e37fd6379d5587323f</sha1>
  </revision>
  <revision>
    <id>989</id>
    <parentid>988</parentid>
    <timestamp>2018-01-04T09:21:29Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Instructions: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1266" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min

==='''Instructions:'''===

 As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>e2197b86f27a6d763212832412a79cb4fde0cf34</sha1>
  </revision>
  <revision>
    <id>990</id>
    <parentid>989</parentid>
    <timestamp>2018-01-04T09:22:03Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Instructions: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="928" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min


==='''Short Description:'''===

The team discuss the previous period since the last retrospective whilst collectively wearing one of De Bono’s ”hats” at any time. The hats relate to particular ways of thinking and force the group to collectively think and discuus in a particular way. The facilitator documents any output on a whiteboard. The ouput from the last hat (Red) is converted into actions.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>cf922e1b2334818f80a6835c344513208cb34a27</sha1>
  </revision>
  <revision>
    <id>991</id>
    <parentid>990</parentid>
    <timestamp>2018-01-04T09:22:20Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Short Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1265" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min


==='''Description:'''===
 As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>f50cf4cfeb8f2621347b822b25d1de7250d9f8c4</sha1>
  </revision>
  <revision>
    <id>992</id>
    <parentid>991</parentid>
    <timestamp>2018-01-04T09:22:43Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1275" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min


== ==='''Instructions:'''===

 As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.
 ==

===Materials:===
Markers, flip charts, post-it notes etc.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>3ec35be71f24fbb7671dc239618e5e10401dc524</sha1>
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  <revision>
    <id>993</id>
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    <timestamp>2018-01-04T09:23:45Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Instructions*/</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1210" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min


==='''Instructions:'''===

 As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. 
This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>74a6c2270f35b0dc62a49d9775622a7b9cd54d7a</sha1>
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    <parentid>993</parentid>
    <timestamp>2018-01-04T09:24:12Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Instructions: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1209" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal.

===Length of time:===
60 min


==='''Instructions:'''===

As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. 
This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/YNBSKOJJJLABULRGHBIJUQPQJRDTFR3I

===Visual Metaphor:===
[[File:MH.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
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  <title>Category:Pages with broken file links</title>
  <ns>14</ns>
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    <timestamp>2018-01-04T08:42:42Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:=== Very useful for iteration and project retrospectives." ===Length of time:=== 30-60 mins ===Situation:=== "Similar to a situation of mountain climbing, the..."</comment>
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===Use:===
Very useful for iteration and project retrospectives."
===Length of time:===
30-60 mins
===Situation:===
"Similar to a situation of mountain climbing, there are hurdles and risks that may slow us down and enablers that help the team move up towards the sprint goal. "
===Materials:===
Post-it notes, flip chart paper, pens etc.
===Instructions:===
As a facilitator, draw a large picture of a mountain hiking scene as shown at the reverse of the card, with helmets, ropes, slippery slopes, rain and thunder. This would enable the teams to visualize the analogy. Explain that we're going to use mountain hiking as a visual metaphor for the retrospective. The facilitator then asks the team to think of the impediments and risks that are impeding the team from reaching their sprint goal, and what are the driving forces that help the team move forward. Let the team brainstorm and think of one item each for the three categories. Use three different colours for the different categories for better visualization. Discuss the data points and come up with SMART goals.
===Author===
Madhavi Ledalla: https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
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<page arvcontinue="20171128124742|961">
  <title>Fly High</title>
  <ns>0</ns>
  <id>516</id>
  <revision>
    <id>1001</id>
    <timestamp>2018-01-05T13:31:55Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:===  '''Situation''': There are certain problems that can be dealt with at the team level and some that need to be escalated outside the team for better and q..."</comment>
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===Use:===

'''Situation''': There are certain problems that can be dealt with at the team level and some that need to be escalated outside the team for better and quicker resolution. A kite-flying experience would resemble this scenario well. Knots and tangles closer to the reel of twine can be managed by the kite-flyer himself. However, if the kite is stuck between polls and posts, it needs help from a neighbour in a building closer to the post and some tools (like a stick) to free the kite.

===Length of time:===
60 min


==='''Instructions:'''===

Draw a kite on the board and ask the team to imagine the kite as the good work that they have been doing. Encourage the team to write sticky notes to :
1. Identify the good work they have been doing so far and that they would like to continue doing
2. Identify team-level impediments that they could resolve themselves, provided they really work on them
3. Identify impediments that need escalation to the next level because they require support from the organization or senior management for resolution
Teams would be easily able to draw a clear line of distinction between the team-level impediments and those that needed escalation to the next level.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/TUMEDTDLBI12QVJOUES4LMIOC4DY452

===Visual Metaphor:===
[[File:Kite.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>ba133a8e16bb9cd966a278fd23074f56e62234a8</sha1>
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</page>
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  <title>File:Kite.png</title>
  <ns>6</ns>
  <id>517</id>
  <revision>
    <id>1002</id>
    <timestamp>2018-01-05T13:33:08Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
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    <sha1>da39a3ee5e6b4b0d3255bfef95601890afd80709</sha1>
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    <id>1003</id>
    <parentid>1002</parentid>
    <timestamp>2018-01-05T13:35:51Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Ledalla Madhavi uploaded a new version of [[File:Kite.png]]</comment>
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    <sha1>da39a3ee5e6b4b0d3255bfef95601890afd80709</sha1>
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<page arvcontinue="20171128124742|961">
  <title>Highway Drive</title>
  <ns>0</ns>
  <id>518</id>
  <revision>
    <id>1005</id>
    <timestamp>2018-01-05T13:41:25Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:===  '''Situation''': An ongoing project is like an ongoing road trip. While some part of the road would be smooth and well marked, there may be a sudden poth..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1227" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': An ongoing project is like an ongoing road trip. While some part of the road would be smooth and well marked, there may be a sudden pothole, a speed breaker or an unexpected diversion that may slow you down. So the question here is what would you do to manage your road trip better?

===Length of time:===
60 min


==='''Instructions:'''===

The facilitator draws a large picture of a high way as shown on the reverse of this card, with sign boards, pits and dead-ends that would enable the teams to visualize the analogy. Ask your team to think of the project in progress as a road trip and identify:
1. The enablers (sign boards, fuel etc.) of a successful, smooth journey and suggest ideas to maintain or create those enablers.
2. The blockers (small pits on the road side) that are slowing them down.
3. Big impediments that need escalations (complete road cave-in) and are holding them back from moving forward.
4. Threats (dead-ends) and risks

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/GYXSVYMFZL5A5VMG3JCVDLXXFK0WMVWX

===Visual Metaphor:===
[[File:Highway.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>ffb59c7f78a93eee650b853292ce5173f48891ef</sha1>
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<page arvcontinue="20171128124742|961">
  <title>File:Highway.png</title>
  <ns>6</ns>
  <id>519</id>
  <revision>
    <id>1006</id>
    <timestamp>2018-01-05T13:41:38Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
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    <sha1>da39a3ee5e6b4b0d3255bfef95601890afd80709</sha1>
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<page arvcontinue="20171128124742|961">
  <title>Snakes and Ladders</title>
  <ns>0</ns>
  <id>520</id>
  <revision>
    <id>1008</id>
    <timestamp>2018-01-05T13:45:19Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:===  '''Situation''': Snakes and Ladders is a classic board game. On the way to the finishing point, the players meet with hurdles in the form of snakes and o..."</comment>
    <model>wikitext</model>
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    <text bytes="1490" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Snakes and Ladders is a classic board game. On the way to the finishing point, the players meet with hurdles in the form of snakes and opportunities in the form of ladders. Replace the game with work in an Agile team setup where teams play the game of snakes and ladders to meet the set goals. However, unlike the regular game of Snakes and Ladders, all the team members have to reach the finishing point together to call the project a success.

===Length of time:===
60 min


==='''Instructions:'''===

In your Retrospective ceremony, compare your project to a game of Snakes and Ladders. How do we reach the finishing line together?
1. Imagine the snakes to be the impediments which teams face during their iterations.
2. Think of the ladder as best practices we should continue following, which could help us realize our iteration goal, in increments.
3. Fire torch could indicate the precautionary measures or things to help the team improve and meet the iteration goal.

Simple in its approach as it might be, the basic concept of gamifi-cation in retrospectives does two things, brings in a lot of fun and excitement and brings out ideas which would not have come out through conventional approaches.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/XAJGTFPWGZBJ5OKYOK1XCE3PFYL3VBKQ

===Visual Metaphor:===
[[File:SnakesLadders.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>cda47f99396ee92a145c3de411b9ea52436a7b72</sha1>
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<page arvcontinue="20171128124742|961">
  <title>File:SnakesLadders.png</title>
  <ns>6</ns>
  <id>521</id>
  <revision>
    <id>1009</id>
    <timestamp>2018-01-05T13:45:31Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
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    <sha1>da39a3ee5e6b4b0d3255bfef95601890afd80709</sha1>
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<page arvcontinue="20180105134849|1011">
  <title>Basket Ball</title>
  <ns>0</ns>
  <id>522</id>
  <revision>
    <id>1011</id>
    <timestamp>2018-01-05T13:48:49Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:===  '''Situation''': An Agile team is like a team of basket ball players and their project sprints are like games - they are all about effective collaboratio..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1439" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': An Agile team is like a team of basket ball players and their project sprints are like games - they are all about effective collaboration to win the championship.
Imagine a team of ace performers; individually, each one is a great player but what about collective genius? How do we ensure that the ace players are connected to the larger goal of winning the series championship?
Achieving success is not going to be easy. We have to learn to respect our differences and work closely as a team when there is a larger goal in sight. This is highly relevant to Agile Mind-set where the cross-functional teams should indeed collaborate well.

===Length of time:===
60 min


==='''Instructions:'''===

Draw the picture shown on the reverse of the card. The first scenario depicts individual team members or functions trying to focus on their own goals which will not always let them meet the team goal. Ask your team to think of the shared team goal, note down the points that can potentially lead towards the second scenario of the picture. Instruct your team to brainstorm all the bottlenecks and think of things to do so that they can move from left to right.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/ 5R2Z0QCFTJCDI5BYTBQXLTMUHUPB3J0R

===Visual Metaphor:===
[[File:BasketBall.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>2ca08d377ce7966c6f1ee426d97bbd2058d57729</sha1>
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  <title>File:BasketBall.png</title>
  <ns>6</ns>
  <id>523</id>
  <revision>
    <id>1012</id>
    <timestamp>2018-01-05T13:49:20Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
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<page arvcontinue="20180105134849|1011">
  <title>User:TheScrumChef</title>
  <ns>2</ns>
  <id>524</id>
  <revision>
    <id>1013</id>
    <timestamp>2018-01-18T15:50:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
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    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="915" xml:space="preserve">I’m a Certified Scrum Master, an Agile advocate, and a business analyst (of far too many years than I care to disclose) by trade.

If I could choose my perfect working week it would be full of exploring ideas and developing strategies, with some coaching and mentoring thrown in. Notice there’s no actual WORK involved there! 

In my spare time I’m a swimming coach and I help out a little at a youth football club. 

I’ve discovered I quite enjoy gardening (never saw that coming) and I’m currently trying to adopt a habit of parking myself in Caffe Nero of a weekend for a couple of hours with a good book.

That’s actually coming along quite nicely.

I’m also a bit of a walker, radio junkie, motorcyclist and I love to cook, but I’m not the most creative person in the kitchen.

I live in Dunfermline, just across the river Forth from Edinburgh, with my partner Susan and our rescue cat Dave.</text>
    <sha1>657392b0e609b76d3ad454fd788c01622eb53963</sha1>
  </revision>
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<page arvcontinue="20180105134849|1011">
  <title>User talk:TheScrumChef</title>
  <ns>3</ns>
  <id>525</id>
  <revision>
    <id>1014</id>
    <timestamp>2018-01-18T15:50:10Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 07:50, 18 January 2018 (PST)</text>
    <sha1>004c35d99bf9db363fb25347b89386cd54dda76b</sha1>
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<page arvcontinue="20180105134849|1011">
  <title>User:ChrisCooney</title>
  <ns>2</ns>
  <id>526</id>
  <revision>
    <id>1015</id>
    <timestamp>2018-03-16T14:55:24Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
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    <text bytes="84" xml:space="preserve">Senior Software Engineer based in Manchester, UK working within the scrum framework.</text>
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<page arvcontinue="20180105134849|1011">
  <title>User talk:ChrisCooney</title>
  <ns>3</ns>
  <id>527</id>
  <revision>
    <id>1016</id>
    <timestamp>2018-03-16T14:55:24Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 07:55, 16 March 2018 (PDT)</text>
    <sha1>b142f095a21d64a820455d7de2f9ee224c19e6ac</sha1>
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<page arvcontinue="20180105134849|1011">
  <title>User:PallaviS</title>
  <ns>2</ns>
  <id>528</id>
  <revision>
    <id>1017</id>
    <timestamp>2018-03-16T14:56:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="71" xml:space="preserve">Pallavi is a scrum master, passionate about scrum &amp; agile methodologies</text>
    <sha1>6c2ba8d5d4562ee4b9a69d345a5d5574fbc0926a</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:PallaviS</title>
  <ns>3</ns>
  <id>529</id>
  <revision>
    <id>1018</id>
    <timestamp>2018-03-16T14:56:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 07:56, 16 March 2018 (PDT)</text>
    <sha1>59dd49dfddb5ab349ca3f04449ea66d321609bfe</sha1>
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</page>
<page arvcontinue="20180105134849|1011">
  <title>The Prime Directive</title>
  <ns>0</ns>
  <id>41</id>
  <revision>
    <id>1019</id>
    <parentid>729</parentid>
    <timestamp>2018-05-18T05:35:28Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="820" xml:space="preserve">The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.


'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

There are translations available of this unique and important statement for creating safety in agile retrospectives. You can find them in [http://www.benlinders.com/2015/retrospective-prime-directive-translations/ Retrospective Prime Directive in nine languages].</text>
    <sha1>0f5324a74321f207353236f3a708430133fbb24b</sha1>
  </revision>
  <revision>
    <id>1020</id>
    <parentid>1019</parentid>
    <timestamp>2018-05-18T05:36:19Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="837" xml:space="preserve">The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.


'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review


There are translations in 9 languages available for this unique and important statement for creating safety in agile retrospectives. You can find them in [http://www.benlinders.com/2015/retrospective-prime-directive-translations/ Retrospective Prime Directive in nine languages].</text>
    <sha1>43b3982d772a0e6b437cdde0b53521d42b22f601</sha1>
  </revision>
  <revision>
    <id>1051</id>
    <parentid>1020</parentid>
    <timestamp>2019-05-04T12:10:37Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="840" xml:space="preserve">The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.


'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review


There are translations in many languages available for this unique and important statement for creating safety in agile retrospectives. You can find them in [http://www.benlinders.com/2015/retrospective-prime-directive-translations/ Retrospective Prime Directive in many languages].</text>
    <sha1>d59d2818a86388d0898ee5f7dd1529ab370be303</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>Scrum Values</title>
  <ns>0</ns>
  <id>472</id>
  <revision>
    <id>1021</id>
    <parentid>906</parentid>
    <timestamp>2018-07-26T16:18:33Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4400" xml:space="preserve">===Use===
The exercise is an opportunity not only to get a common understanding of the Scrum Values and evaluate how the team adheres to them but also to dig a little deeper in the context of transparency, inspection and adaptation - the three pillars of Scrum. 

===Length of time===
Approximately 60 minutes

===Short Description===
The overall exercise consist of four parts. Don’t change the order of the sub-exercises ex #1 and #2. They seem very similar but look at the Scrum Values in your team from different angles.

*[5-10 min] Introduction&lt;br&gt;
*[5 min] Exercise #1&lt;br&gt;
*[5 min] Exercise #2&lt;br&gt;
*[20-40 min] Results analysis and discussion&lt;br&gt;

===Materials===
To start you will need a bunch of sticky notes and some pens. To visualize the results use either a whiteboard/flipchart or a projector/monitor and an app that allows creating radar charts (e.g. Excel). 

===Process===

====Introduction====
This should be a quick chat to get a more or less common understanding of what each value means for everyone in the team. The purpose is not to dig deep (there will be time for that at the end of the exercise) but to make sure there are no big differences in how the team members understand each value (e.g. Focus might be misunderstood as not being “interrupted” at all while coding).

====Exercise #1 ====

The purpose of this exercise is to see how team members perceive the entire team adhering to each of the Scrum Values.

* Hand over a sticky note and a pen to each member of the team
* Ask everyone to rate on a scale of 1 (worst) to 5 (best) how good the entire team is in each of the five Scrum Values individually. That means it’s possible for instance to give a rate of 4 to each of the five Scrum Values. Any other combination of scores between 1 and 5 is also possible. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Exercise #2====
The second exercise is nearly identical as the first one with the only difference being how the scores are assigned. In ex #2 instead of rating each value individually team members will have to order them from the worst (1 point) to best (5 points). This is deliberately to overstress the differences between how each value was rated in ex #1 and bring into light problems that the team '''might''' consciously or unconsciously overlooked (e.g. in ex # 1 no Scrum Value got a lower score than 3 but in ex # 2 everyone ordered “Respect” as the worst value and “Openness” as the second-worst).
* Hand over one more sticky note to each member of the team
* Ask everyone to order all five Scrum Values by giving them a unique score between the worst (1 point) and the best (5 points). That means it’s possible to assign a given score to one and only one Scrum Value. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Results analysis and discussion====
The two exercises above should give good input for a discussion around the Scrum Values in your team and as mentioned before also in the context of Scrum’s three pillars: transparency, inspection, and adaptation. Be sure to sum up the scores for each exercise and visualize them (whiteboard/flipchart/Excel) in the form of a radar chart. Below are examples of radar charts for two hypothetical teams. The first team has pretty consistent results in both exercises. The second team however has much different scores in Respect and Openness between exercises #1 and #2 which doesn't guarantee but '''might''' suggest the team is not very comfortable with bringing those issues up or until now they were not aware those areas stand out. Be sure to discuss this difference in detail.

[[File:Team1.png]]&lt;br&gt;

Team 1 – Consistent results between Ex #1 and #2

[[File:Team2.png]]&lt;br&gt;

Team 2 – Big difference in Respect and Openness between Ex #1 and #2 '''might''' suggest an issue.

===07/2018 Update===
After running this exercise a couple of times as well as digging into how scales are constructed I'm no longer summing up individual results in Ex2, just loosely confronting them with individual and summed up results from Ex 1 as input for discussion. Inspect and adapt ;)

===Source===
[http://retrospectivewiki.org/index.php?title=User:Piotr.wegert Piotr Wegert] originally posted at [https://www.scrum.org/Forums/aft/2136 Scrum.org forum]</text>
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</page>
<page arvcontinue="20180105134849|1011">
  <title>Common ailments &amp; cures</title>
  <ns>0</ns>
  <id>40</id>
  <revision>
    <id>1022</id>
    <parentid>922</parentid>
    <timestamp>2018-09-05T14:37:07Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4506" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-recurring-actions/ recurring actions]
*Reduce actions to a manageable number
*More suggestions in [http://www.infoq.com/news/2014/02/retrospective-actions-done Having Actions Done from Retrospectives]

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Focus on the [https://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ vital few actions], only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use [https://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ root cause analysis]
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-blaming/ blaming]

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting
*Use Retrospective Exercises from [https://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] or [http://www.plans-for-retrospectives.com/ Retr-O-Mat]

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a [http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a [https://www.benlinders.com/2011/devils-or-angels-advocate-which-role-do-you-prefer/ Devil's Advocate or Angel's Advocate]
*Try De Bono's [[6 Thinking Hats Retrospective]]
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smell-passiveness/ passiveness]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan or a [https://www.benlinders.com/2013/using-solution-focused-in-a-strengths-based-retrospective/ Strenghts based Retrospective]

----

'''General:'''

Facilitators need to know about [https://www.benlinders.com/2018/retrospective-smells/ retrospective smells]: signals that something might be going wrong in your retrospective.</text>
    <sha1>cc3885031df04ca4171f090abf21cc22eb153c94</sha1>
  </revision>
  <revision>
    <id>1050</id>
    <parentid>1022</parentid>
    <timestamp>2019-05-04T12:08:15Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4723" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-recurring-actions/ recurring actions]
*Reduce actions to a manageable number
*More suggestions in [http://www.infoq.com/news/2014/02/retrospective-actions-done Having Actions Done from Retrospectives]

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Focus on the [https://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ vital few actions], only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use [https://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ root cause analysis]
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-blaming/ blaming]

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting
*Use Retrospective Exercises from [https://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] or [http://www.plans-for-retrospectives.com/ Retr-O-Mat]

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types
*Start the retrospective with a [https://www.benlinders.com/2016/warm-up-exercises-for-agile-retrospectives/ warm-up exercise] to create an atmosphere where team members can be open and honest about what has happened

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a [http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a [https://www.benlinders.com/2011/devils-or-angels-advocate-which-role-do-you-prefer/ Devil's Advocate or Angel's Advocate]
*Try De Bono's [[6 Thinking Hats Retrospective]]
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smell-passiveness/ passiveness]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan or a [https://www.benlinders.com/2013/using-solution-focused-in-a-strengths-based-retrospective/ Strenghts based Retrospective]

----

'''General:'''

Facilitators need to know about [https://www.benlinders.com/2018/retrospective-smells/ retrospective smells]: signals that something might be going wrong in your retrospective.</text>
    <sha1>76e6a90608a6db49351bf15eb0caababcddb5b68</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>External Resources</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>1023</id>
    <parentid>956</parentid>
    <timestamp>2018-10-04T17:13:42Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="6477" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>a7f885be473d9b2efe1c0aaa557de8a9b24b01e9</sha1>
  </revision>
  <revision>
    <id>1024</id>
    <parentid>1023</parentid>
    <timestamp>2018-10-04T17:16:11Z</timestamp>
    <contributor>
      <username>LuisMSGoncalves</username>
      <id>378</id>
    </contributor>
    <model>wikitext</model>
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    <text bytes="6589" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives from InfoQ] 
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them?trk=prof-post Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives?trk=prof-post Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>5361470305032c605ae14d68a8284175b5bdc4b5</sha1>
  </revision>
  <revision>
    <id>1049</id>
    <parentid>1024</parentid>
    <timestamp>2019-05-04T11:47:56Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7199" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''

*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>938bc5a9b67aaa1c065efccb10ee75b915ff94ce</sha1>
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<page arvcontinue="20180105134849|1011">
  <title>User:Aditicrosby</title>
  <ns>2</ns>
  <id>530</id>
  <revision>
    <id>1025</id>
    <timestamp>2018-10-23T18:01:17Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="41" xml:space="preserve">Scrum Master for Spectre and Meteor teams</text>
    <sha1>be7d1c7f917f8a71d3de87ea7cfbb85d09fbec28</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Aditicrosby</title>
  <ns>3</ns>
  <id>531</id>
  <revision>
    <id>1026</id>
    <timestamp>2018-10-23T18:01:17Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 11:01, 23 October 2018 (PDT)</text>
    <sha1>e59409e253659581c8966bd009462aee2fc21534</sha1>
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</page>
<page arvcontinue="20180105134849|1011">
  <title>User:SirMoby</title>
  <ns>2</ns>
  <id>532</id>
  <revision>
    <id>1027</id>
    <timestamp>2018-10-23T18:02:31Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="587" xml:space="preserve">I love forming long lasting teams and communities of people that trust one another and support each other, so we can all grow together, learn from each other and become far more than we could on our own. As a member of the community, I founded and facilitate the Meetup Agile Coaching DC, attend events when I can and love to mentor newcomers. As an Agile Coach I’ve helped form 100s of people into dozens of teams delivering more customer value than they ever thought possible. As an International Speaker and Trainer I’ve delivered key notes and technical training on 5 continents.</text>
    <sha1>7531f285a8f362068861928a958236afc3280fd5</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:SirMoby</title>
  <ns>3</ns>
  <id>533</id>
  <revision>
    <id>1028</id>
    <timestamp>2018-10-23T18:02:31Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 11:02, 23 October 2018 (PDT)</text>
    <sha1>9d710bff3a3ddfbf471f15324bb3c22b49eb3b50</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Rashas</title>
  <ns>2</ns>
  <id>534</id>
  <revision>
    <id>1029</id>
    <timestamp>2018-10-23T18:03:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="137" xml:space="preserve">I have been working using agile for more than 7 years. I have been working as developer, scrum master, product owner and project manager.</text>
    <sha1>fee913a8953b1a9b7e80d35d98b15692a985386d</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Rashas</title>
  <ns>3</ns>
  <id>535</id>
  <revision>
    <id>1030</id>
    <timestamp>2018-10-23T18:03:03Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 11:03, 23 October 2018 (PDT)</text>
    <sha1>6c4f3e88ef2993ae62f86c7f366b4d27194087d7</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Edbyford</title>
  <ns>2</ns>
  <id>536</id>
  <revision>
    <id>1031</id>
    <timestamp>2019-01-22T09:26:15Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="63" xml:space="preserve">Product Manager specialising in proptech and information design</text>
    <sha1>b42743e1872444337570052472e5cdec05e93e0f</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Edbyford</title>
  <ns>3</ns>
  <id>537</id>
  <revision>
    <id>1032</id>
    <timestamp>2019-01-22T09:26:16Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:26, 22 January 2019 (PST)</text>
    <sha1>95d7425998cb2f5ec64d160f1593d28ec4922c72</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Susana.correia</title>
  <ns>2</ns>
  <id>538</id>
  <revision>
    <id>1033</id>
    <timestamp>2019-01-24T08:24:18Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="122" xml:space="preserve">I'm a Scrum master with low knowledge of how to make retrospective meetings interestings. I know some but i need new ones.</text>
    <sha1>daffede75db3200e336a916cc6072b15c8381550</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Susana.correia</title>
  <ns>3</ns>
  <id>539</id>
  <revision>
    <id>1034</id>
    <timestamp>2019-01-24T08:24:18Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 00:24, 24 January 2019 (PST)</text>
    <sha1>6203b88c2b670e30dea1572bec66b5f1e59d662a</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Roel.vandenassem</title>
  <ns>2</ns>
  <id>540</id>
  <revision>
    <id>1035</id>
    <timestamp>2019-01-31T13:14:55Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="47" xml:space="preserve">Scrum Master and tester of the Experience team.</text>
    <sha1>4511007632f6a68b61e39a45fe9553c14bbef199</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Roel.vandenassem</title>
  <ns>3</ns>
  <id>541</id>
  <revision>
    <id>1036</id>
    <timestamp>2019-01-31T13:14:56Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 05:14, 31 January 2019 (PST)</text>
    <sha1>31699a639644f6ca23256dffe57ee78787e6058b</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>Retrospective Plans</title>
  <ns>0</ns>
  <id>6</id>
  <revision>
    <id>1037</id>
    <parentid>1010</parentid>
    <timestamp>2019-02-01T12:54:27Z</timestamp>
    <contributor>
      <username>Roel.vandenassem</username>
      <id>422</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8287" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-
|'''[[Basket Ball]]'''
|A way for a team to discuss how can they work as an agile team.
|Useful for brainstorming what it takes for team members working in silos to start working as an agile team.
|60
|-
|'''[[A-Team]]'''
|A way for a team to discuss goals, achievements, particularities and team work.
|Useful for an alternative for a basic retrospective.
|60
|-</text>
    <sha1>64dc172747b62ec04cd3157e4e6b468e59705e64</sha1>
  </revision>
  <revision>
    <id>1039</id>
    <parentid>1037</parentid>
    <timestamp>2019-02-01T13:56:32Z</timestamp>
    <contributor>
      <username>Roel.vandenassem</username>
      <id>422</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8285" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-
|'''[[Basket Ball]]'''
|A way for a team to discuss how can they work as an agile team.
|Useful for brainstorming what it takes for team members working in silos to start working as an agile team.
|60
|-
|'''[[A-Team]]'''
|A way for a team to discuss goals, achievements, particularities and team work.
|Useful as an alternative to a basic retrospective.
|60
|-</text>
    <sha1>2e733292bf4bf123c79297191bcd19ae17003fb4</sha1>
  </revision>
  <revision>
    <id>1057</id>
    <parentid>1039</parentid>
    <timestamp>2019-07-02T08:58:55Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8543" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|General use, but also a good alternative to shuffling card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-
|'''[[Basket Ball]]'''
|A way for a team to discuss how can they work as an agile team.
|Useful for brainstorming what it takes for team members working in silos to start working as an agile team.
|60
|-
|'''[[A-Team]]'''
|A way for a team to discuss goals, achievements, particularities and team work.
|Useful as an alternative to a basic retrospective.
|60
|-
|'''[[Our Empathy Survey Says – Awesome Retro]]'''
|A fun gameshow-style format, guessing what others have answered.
|Designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.
|30-60
|-</text>
    <sha1>6a0b5917517bb0902a0335e1598c6afb96e54731</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>A-Team</title>
  <ns>0</ns>
  <id>542</id>
  <revision>
    <id>1038</id>
    <timestamp>2019-02-01T13:55:31Z</timestamp>
    <contributor>
      <username>Roel.vandenassem</username>
      <id>422</id>
    </contributor>
    <comment>Created page with "__NOTOC__ ===Use:===  ==='''Situation''':=== An Agile team is slowly becoming an A-Team. This team consists of different people with different backgrounds, skills and personal..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1148" xml:space="preserve">__NOTOC__
===Use:===

==='''Situation''':===
An Agile team is slowly becoming an A-Team. This team consists of different people with different backgrounds, skills and personalities. But they do need to work together to get results.
They need a plan, a goal, and want to learn from mistakes. So the actual A-Team is coming to the rescue. Collaboration, honesty and openness is the key.


===Length of time:===
60 min


==='''Instructions:'''===

Print out pictures of the four members of the A-Team. Each member represents one subject:


Face: Visibility (nice results)

Murdock: Remarkable (particularities and special mentions)

B.A.: Group transportation (team work)

Hannibal: Future plan (goals and strategy)


Put the pictures up on the wall and place post-its under the right member of the A-Team with retro points of the last sprint that correspond to one of the four subjects.
Afterwards group the post-its whenever possible and discuss the outcome. And become an A-Team!


To get in the A-Team mindset: https://www.youtube.com/watch?v=_MVonyVSQoM&amp;feature=youtu.be


===Author:===
Paul Overmars: 
https://paulovermars.nl/10-retrospectives/</text>
    <sha1>c8a9bc3b010dfae6a3e42580dd673276721c1b94</sha1>
  </revision>
  <revision>
    <id>1041</id>
    <parentid>1038</parentid>
    <timestamp>2019-02-01T14:21:11Z</timestamp>
    <contributor>
      <username>Roel.vandenassem</username>
      <id>422</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1175" xml:space="preserve">__NOTOC__
===Use:===

==='''Situation''':===
An Agile team is slowly becoming an A-Team. This team consists of different people with different backgrounds, skills and personalities. But they do need to work together to get results.
They need a plan, a goal, and want to learn from mistakes. So the actual A-Team is coming to the rescue. Collaboration, honesty and openness is the key.


===Length of time:===
60 min


==='''Instructions:'''===

Print out pictures of the four members of the A-Team. Each member represents one subject:


Face: Visibility (nice results)

Murdock: Remarkable (particularities and special mentions)

B.A.: Group transportation (team work)

Hannibal: Future plan (goals and strategy)


Put the pictures up on the wall and place post-its under the right member of the A-Team with retro points of the last sprint that correspond to one of the four subjects.
Afterwards group the post-its whenever possible and discuss the outcome. And become an A-Team!


To get in the A-Team mindset: https://www.youtube.com/watch?v=_MVonyVSQoM&amp;feature=youtu.be


[[File:A-Team_retro.jpg]]


===Author:===
Paul Overmars: 
https://paulovermars.nl/10-retrospectives/</text>
    <sha1>a5a93455901af7908daa5d44949992063f4dae7d</sha1>
  </revision>
  <revision>
    <id>1042</id>
    <parentid>1041</parentid>
    <timestamp>2019-02-01T14:22:38Z</timestamp>
    <contributor>
      <username>Roel.vandenassem</username>
      <id>422</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1175" xml:space="preserve">__NOTOC__
===Use:===

==='''Situation''':===
An Agile team is slowly becoming an A-Team. This team consists of different people with different backgrounds, skills and personalities. But they do need to work together to get results.
They need a plan, a goal, and want to learn from mistakes. So the actual A-Team is coming to the rescue. Collaboration, honesty and openness is the key.


===Length of time:===
60 min


==='''Instructions:'''===

Print out pictures of the four members of the A-Team. Each member represents one subject:


Face: Visibility (nice results)

Murdock: Remarkable (particularities and special mentions)

B.A.: Group transportation (team work)

Hannibal: Future plan (goals and strategy)


Put the pictures up on the wall and place post-its under the right member of the A-Team with retro points of the last sprint that correspond to one of the four subjects.
Afterwards group the post-its whenever possible and discuss the outcome. And become an A-Team!


To get in the A-Team mindset: https://www.youtube.com/watch?v=_MVonyVSQoM&amp;feature=youtu.be


[[File:A-Team_retro.png]]


===Author:===
Paul Overmars: 
https://paulovermars.nl/10-retrospectives/</text>
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  <title>File:A-Team retro.png</title>
  <ns>6</ns>
  <id>543</id>
  <revision>
    <id>1040</id>
    <timestamp>2019-02-01T14:20:09Z</timestamp>
    <contributor>
      <username>Roel.vandenassem</username>
      <id>422</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="0" xml:space="preserve"></text>
    <sha1>da39a3ee5e6b4b0d3255bfef95601890afd80709</sha1>
  </revision>
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<page arvcontinue="20180105134849|1011">
  <title>User:Wiresandlightsinabox1</title>
  <ns>2</ns>
  <id>544</id>
  <revision>
    <id>1043</id>
    <timestamp>2019-03-27T13:00:12Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="39" xml:space="preserve">Facilitator and Presenter sharing ideas</text>
    <sha1>47a33df99c7852d27f8533626e66b295ec6e3176</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Wiresandlightsinabox1</title>
  <ns>3</ns>
  <id>545</id>
  <revision>
    <id>1044</id>
    <timestamp>2019-03-27T13:00:13Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:00, 27 March 2019 (PDT)</text>
    <sha1>826256297ceddf5da6c07fc21c29200de1ccdcec</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Rmrohit</title>
  <ns>2</ns>
  <id>546</id>
  <revision>
    <id>1045</id>
    <timestamp>2019-03-27T13:01:01Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="76" xml:space="preserve">I am an Agile coach working with teams and helping them realize their goals.</text>
    <sha1>884fd1c1da6b4fc9e212e88609cc0edaa292e61a</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Rmrohit</title>
  <ns>3</ns>
  <id>547</id>
  <revision>
    <id>1046</id>
    <timestamp>2019-03-27T13:01:01Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="327" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 06:01, 27 March 2019 (PDT)</text>
    <sha1>51abeb2eec4d2999933f59f2b3b8757290a9f175</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Giovanni.moriano</title>
  <ns>2</ns>
  <id>548</id>
  <revision>
    <id>1047</id>
    <timestamp>2019-04-03T07:40:46Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="30" xml:space="preserve">I'm a new entry as ScrumMaster</text>
    <sha1>f654e4be32be700a2f299ab1f806baba473a62a0</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Giovanni.moriano</title>
  <ns>3</ns>
  <id>549</id>
  <revision>
    <id>1048</id>
    <timestamp>2019-04-03T07:40:46Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="326" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 00:40, 3 April 2019 (PDT)</text>
    <sha1>195d2bf792393442cb164e33ca1aca35266ed697</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>1052</id>
    <parentid>751</parentid>
    <timestamp>2019-05-04T12:14:14Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2149" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.scrum-toolkit.com/ Scrum Toolkit]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]
*[https://skycoach.be/2010/06/17/12-retrospective-exercises/ 12 retrospective exercises]</text>
    <sha1>9707d261cea83bf5979e1c5867ecc36262309d0b</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Neil vass</title>
  <ns>2</ns>
  <id>550</id>
  <revision>
    <id>1053</id>
    <timestamp>2019-07-01T14:31:25Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="429" xml:space="preserve">I'm an agile delivery manager for Co-op Digital. Previously, I worked in a variety of roles on waterfall, agile and fragile projects, using a wide range of techniques from each. Previous experience includes automating medical image analysis, building a motion-tracking toothbrush to study brushing technique, and adding new features to the CBeebies and CBBC websites. It’s people problems that are the most interesting, though.</text>
    <sha1>27081aa81057787a59a9bcd619f311b788fcf5bd</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Neil vass</title>
  <ns>3</ns>
  <id>551</id>
  <revision>
    <id>1054</id>
    <timestamp>2019-07-01T14:31:25Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 07:31, 1 July 2019 (PDT)</text>
    <sha1>a755f0eec6aa58abc42202ea7ec6c662a7bdbfd6</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User:Jmroxas</title>
  <ns>2</ns>
  <id>552</id>
  <revision>
    <id>1055</id>
    <timestamp>2019-07-01T14:32:38Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="86" xml:space="preserve">I'm an agile coach and agilist at heart. I also write stuff on my blog www.jmroxas.com</text>
    <sha1>b9f52711499d5fcb2eb3b10d01c7cb9d79d1367e</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>User talk:Jmroxas</title>
  <ns>3</ns>
  <id>553</id>
  <revision>
    <id>1056</id>
    <timestamp>2019-07-01T14:32:38Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="325" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 07:32, 1 July 2019 (PDT)</text>
    <sha1>c73e579e0b484ae2821977de6d16310484756a33</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>Our Empathy Survey Says – Awesome Retro</title>
  <ns>0</ns>
  <id>554</id>
  <revision>
    <id>1058</id>
    <timestamp>2019-07-02T15:24:35Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>Created page with "===Use:=== This retro is designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.  If you were to use Es..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4380" xml:space="preserve">===Use:===
This retro is designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.  If you were to use Esther Derby’s retrospective model it could be a gathering data exercise. It tends to take about half an hour dependant on the size of the team.

===Length of time:===
30-60 min, dependent on the size of the team and how much you'd like to discuss and agree the resulting improvement ideas.

===Short Description:===
A brief summary of the process and output.

===Materials:===
A stack of post its (at least 10) for each team member and ensure you have pens which will not be seen through light post its. For once maybe Sharpies are not the pen of choice. A Biro will do.

A whiteboard, flip chart, or some other way to get instructions and game board on the wall (e.g. blu tack and A4 sheets).

===Process:===
I have found it useful to write these instructions on a whiteboard or flip chart before people arrive for the retro:

[[File:empathy-survey-instructions.jpg]]

It is useful to also create the scoreboard something like this…

[[File:empathy-survey-scoreboard.jpg]]

====Start====
1. Introduce the exercise and ask team members to write:

* An improvement idea on the second post it
* Something which went well in the last sprint on the forth post it
* Your favourite band or type of music on the sixth post it
* What you would have for your last meal should you be about to be executed on the eight post it
* and finally on the ninth their name
 
Feel free to change the last two questions based on the culture or personalities of the team if you feel it would be more beneficial to ask about favourite car, colour, favourite holiday destination then go for it.

2. Once they have filled them in have them hand them to you as the facilitator and place on the board. Making sure not to reveal what is written place post its one and two in the improvements column for the participant who handed you the cards. Again making sure not to reveal what is written place the 3rd and 4th in the gone well column and so on until you have the 9th name post it left. Fold the name post it up and place in a hat or container for participants to pick from later. Do this for each participant's stack of post its until you have a complete board.  Pic of a completed board with all revealed is below.

3. Once the board is compete invite the first person to pick a name from the hat. If they get there own name ask them to re-draw until they get someone other than themselves. Write the guessers name in the points column on the board on the far right.

4. Ask the guesser to think what improvement would this person wants and take a guess. Reveal the answer and award a point if they got it right. Continue through each of the post its on that row until the guesser has had a guess at each.

[[File:empathy-survey-example-1.jpg]] [[File:empathy-survey-example-2.jpg]]

I found it a bit of fun to say our survey says before the big reveal….. We also awarded half points at the discretion of the person whose line was being guessed for example if someone guessed lamb curry and that person had lamb madras we gave half a point or if someone said Venga Boys but we had Backstreet Boys we gave half a point for the word boys being in there.

5. Continue onto the next person in the team repeating step 4 until you have a complete board.

6. Tot up the scores and give the winner a pat on the back


For people who are very new to the team it may be useful to open up to the rest of the team for help. On occasion i have even introduced a steal concept particularly around the band for 1/2 a point.

====Generating insights and Deciding what to do====

We then move quickly into dot voting to decide what to focus on and selected one item to brainstorm ideas and select some actions taking about 30 mins. I usually stand by a flip chart for this and write and draw what people are talking about. Then we assign one or more actions and owners for each. Retro Done.

 
===Source:===
Copied, with kind permission, from Stephen Mounsey's blog: https://sketchandscrum.com/2017/10/27/our-empathy-survey-says-awesome-retro/

Stephen's blog notes "This retro is a combination of different ideas and retrospectives. A huge thank you has to go out to ex-semi pro rugby league player Simon Chippendale for the co-creation."</text>
    <sha1>4f44c0eebb6d9566bfc56393e207d78fda63c6f1</sha1>
  </revision>
  <revision>
    <id>1060</id>
    <parentid>1058</parentid>
    <timestamp>2019-07-02T15:30:11Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4389" xml:space="preserve">===Use:===
This retro is designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.  If you were to use Esther Derby’s retrospective model it could be a gathering data exercise. It tends to take about half an hour dependant on the size of the team.

===Length of time:===
30-60 min, dependent on the size of the team and how much you'd like to discuss and agree the resulting improvement ideas.

===Short Description:===
A brief summary of the process and output.

===Materials:===
A stack of post its (at least 10) for each team member and ensure you have pens which will not be seen through light post its. For once maybe Sharpies are not the pen of choice. A Biro will do.

A whiteboard, flip chart, or some other way to get instructions and game board on the wall (e.g. blu tack and A4 sheets).

===Process:===
I have found it useful to write these instructions on a whiteboard or flip chart before people arrive for the retro:

[[File:empathy-survey-instructions.jpg|width=20px]]

It is useful to also create the scoreboard something like this…

[[File:empathy-survey-scoreboard.jpg]]

====Start====
1. Introduce the exercise and ask team members to write:

* An improvement idea on the second post it
* Something which went well in the last sprint on the forth post it
* Your favourite band or type of music on the sixth post it
* What you would have for your last meal should you be about to be executed on the eight post it
* and finally on the ninth their name
 
Feel free to change the last two questions based on the culture or personalities of the team if you feel it would be more beneficial to ask about favourite car, colour, favourite holiday destination then go for it.

2. Once they have filled them in have them hand them to you as the facilitator and place on the board. Making sure not to reveal what is written place post its one and two in the improvements column for the participant who handed you the cards. Again making sure not to reveal what is written place the 3rd and 4th in the gone well column and so on until you have the 9th name post it left. Fold the name post it up and place in a hat or container for participants to pick from later. Do this for each participant's stack of post its until you have a complete board.  Pic of a completed board with all revealed is below.

3. Once the board is compete invite the first person to pick a name from the hat. If they get there own name ask them to re-draw until they get someone other than themselves. Write the guessers name in the points column on the board on the far right.

4. Ask the guesser to think what improvement would this person wants and take a guess. Reveal the answer and award a point if they got it right. Continue through each of the post its on that row until the guesser has had a guess at each.

[[File:empathy-survey-example-1.jpg]] [[File:empathy-survey-example-2.jpg]]

I found it a bit of fun to say our survey says before the big reveal….. We also awarded half points at the discretion of the person whose line was being guessed for example if someone guessed lamb curry and that person had lamb madras we gave half a point or if someone said Venga Boys but we had Backstreet Boys we gave half a point for the word boys being in there.

5. Continue onto the next person in the team repeating step 4 until you have a complete board.

6. Tot up the scores and give the winner a pat on the back


For people who are very new to the team it may be useful to open up to the rest of the team for help. On occasion i have even introduced a steal concept particularly around the band for 1/2 a point.

====Generating insights and Deciding what to do====

We then move quickly into dot voting to decide what to focus on and selected one item to brainstorm ideas and select some actions taking about 30 mins. I usually stand by a flip chart for this and write and draw what people are talking about. Then we assign one or more actions and owners for each. Retro Done.

===Source:===
Copied, with kind permission, from Stephen Mounsey's blog: https://sketchandscrum.com/2017/10/27/our-empathy-survey-says-awesome-retro/

Stephen's blog notes "This retro is a combination of different ideas and retrospectives. A huge thank you has to go out to ex-semi pro rugby league player Simon Chippendale for the co-creation."</text>
    <sha1>d7dc2936dea873c796013018ebb46957dbfcd7b2</sha1>
  </revision>
</page>
<page arvcontinue="20180105134849|1011">
  <title>File:Empathy-survey-instructions.jpg</title>
  <ns>6</ns>
  <id>555</id>
  <revision>
    <id>1059</id>
    <timestamp>2019-07-02T15:25:21Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>Instruction sheet for the empathy survey retro.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="47" xml:space="preserve">Instruction sheet for the empathy survey retro.</text>
    <sha1>4e1e803cf2fbce6478107eb6458750d4105ca424</sha1>
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</page>
<page arvcontinue="20190702153247|1061">
  <title>File:Empathy-survey-scoreboard.jpg</title>
  <ns>6</ns>
  <id>556</id>
  <revision>
    <id>1061</id>
    <timestamp>2019-07-02T15:32:47Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>Empathy survey scoreboard.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="26" xml:space="preserve">Empathy survey scoreboard.</text>
    <sha1>5fdaff1ecb2c4b150b75d9294ec2b880ab10a778</sha1>
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  <title>File:Empathy-survey-example-1.jpg</title>
  <ns>6</ns>
  <id>557</id>
  <revision>
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    <timestamp>2019-07-02T15:34:43Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>Example of the empathy survey in progress.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="42" xml:space="preserve">Example of the empathy survey in progress.</text>
    <sha1>6714d78834ee46ac959be02e3f43182982daa651</sha1>
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<page arvcontinue="20190702153247|1061">
  <title>File:Empathy-survey-example-2.jpg</title>
  <ns>6</ns>
  <id>558</id>
  <revision>
    <id>1063</id>
    <timestamp>2019-07-02T15:35:19Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>Example of the empathy survey in progress.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="42" xml:space="preserve">Example of the empathy survey in progress.</text>
    <sha1>6714d78834ee46ac959be02e3f43182982daa651</sha1>
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<page arvcontinue="20190702153247|1061">
  <title>Our Empathy Survey Says – Awesome Retro</title>
  <ns>0</ns>
  <id>554</id>
  <revision>
    <id>1064</id>
    <parentid>1060</parentid>
    <timestamp>2019-07-02T15:35:55Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>/* Process: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4403" xml:space="preserve">===Use:===
This retro is designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.  If you were to use Esther Derby’s retrospective model it could be a gathering data exercise. It tends to take about half an hour dependant on the size of the team.

===Length of time:===
30-60 min, dependent on the size of the team and how much you'd like to discuss and agree the resulting improvement ideas.

===Short Description:===
A brief summary of the process and output.

===Materials:===
A stack of post its (at least 10) for each team member and ensure you have pens which will not be seen through light post its. For once maybe Sharpies are not the pen of choice. A Biro will do.

A whiteboard, flip chart, or some other way to get instructions and game board on the wall (e.g. blu tack and A4 sheets).

===Process:===
I have found it useful to write these instructions on a whiteboard or flip chart before people arrive for the retro:

[[File:empathy-survey-instructions.jpg|200px]]

It is useful to also create the scoreboard something like this…

[[File:empathy-survey-scoreboard.jpg|x200px]]

====Start====
1. Introduce the exercise and ask team members to write:

* An improvement idea on the second post it
* Something which went well in the last sprint on the forth post it
* Your favourite band or type of music on the sixth post it
* What you would have for your last meal should you be about to be executed on the eight post it
* and finally on the ninth their name
 
Feel free to change the last two questions based on the culture or personalities of the team if you feel it would be more beneficial to ask about favourite car, colour, favourite holiday destination then go for it.

2. Once they have filled them in have them hand them to you as the facilitator and place on the board. Making sure not to reveal what is written place post its one and two in the improvements column for the participant who handed you the cards. Again making sure not to reveal what is written place the 3rd and 4th in the gone well column and so on until you have the 9th name post it left. Fold the name post it up and place in a hat or container for participants to pick from later. Do this for each participant's stack of post its until you have a complete board.  Pic of a completed board with all revealed is below.

3. Once the board is compete invite the first person to pick a name from the hat. If they get there own name ask them to re-draw until they get someone other than themselves. Write the guessers name in the points column on the board on the far right.

4. Ask the guesser to think what improvement would this person wants and take a guess. Reveal the answer and award a point if they got it right. Continue through each of the post its on that row until the guesser has had a guess at each.

[[File:empathy-survey-example-1.jpg|200px]] [[File:empathy-survey-example-2.jpg|200px]]

I found it a bit of fun to say our survey says before the big reveal….. We also awarded half points at the discretion of the person whose line was being guessed for example if someone guessed lamb curry and that person had lamb madras we gave half a point or if someone said Venga Boys but we had Backstreet Boys we gave half a point for the word boys being in there.

5. Continue onto the next person in the team repeating step 4 until you have a complete board.

6. Tot up the scores and give the winner a pat on the back


For people who are very new to the team it may be useful to open up to the rest of the team for help. On occasion i have even introduced a steal concept particularly around the band for 1/2 a point.

====Generating insights and Deciding what to do====

We then move quickly into dot voting to decide what to focus on and selected one item to brainstorm ideas and select some actions taking about 30 mins. I usually stand by a flip chart for this and write and draw what people are talking about. Then we assign one or more actions and owners for each. Retro Done.

===Source:===
Copied, with kind permission, from Stephen Mounsey's blog: https://sketchandscrum.com/2017/10/27/our-empathy-survey-says-awesome-retro/

Stephen's blog notes "This retro is a combination of different ideas and retrospectives. A huge thank you has to go out to ex-semi pro rugby league player Simon Chippendale for the co-creation."</text>
    <sha1>2e14a38218a9d9846ebead544df76e069a72cdd6</sha1>
  </revision>
  <revision>
    <id>1065</id>
    <parentid>1064</parentid>
    <timestamp>2019-07-02T15:38:03Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>/* Short Description: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4603" xml:space="preserve">===Use:===
This retro is designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.  If you were to use Esther Derby’s retrospective model it could be a gathering data exercise. It tends to take about half an hour dependant on the size of the team.

===Length of time:===
30-60 min, dependent on the size of the team and how much you'd like to discuss and agree the resulting improvement ideas.

===Short Description:===
The retro uses a fun gameshow format, where the team answer a series of questions and then take turns to guess each others' responses. The answers include improvement ideas, which can then be discussed and possibly agreed on as retro actions.

===Materials:===
A stack of post its (at least 10) for each team member and ensure you have pens which will not be seen through light post its. For once maybe Sharpies are not the pen of choice. A Biro will do.

A whiteboard, flip chart, or some other way to get instructions and game board on the wall (e.g. blu tack and A4 sheets).

===Process:===
I have found it useful to write these instructions on a whiteboard or flip chart before people arrive for the retro:

[[File:empathy-survey-instructions.jpg|200px]]

It is useful to also create the scoreboard something like this…

[[File:empathy-survey-scoreboard.jpg|x200px]]

====Start====
1. Introduce the exercise and ask team members to write:

* An improvement idea on the second post it
* Something which went well in the last sprint on the forth post it
* Your favourite band or type of music on the sixth post it
* What you would have for your last meal should you be about to be executed on the eight post it
* and finally on the ninth their name
 
Feel free to change the last two questions based on the culture or personalities of the team if you feel it would be more beneficial to ask about favourite car, colour, favourite holiday destination then go for it.

2. Once they have filled them in have them hand them to you as the facilitator and place on the board. Making sure not to reveal what is written place post its one and two in the improvements column for the participant who handed you the cards. Again making sure not to reveal what is written place the 3rd and 4th in the gone well column and so on until you have the 9th name post it left. Fold the name post it up and place in a hat or container for participants to pick from later. Do this for each participant's stack of post its until you have a complete board.  Pic of a completed board with all revealed is below.

3. Once the board is compete invite the first person to pick a name from the hat. If they get there own name ask them to re-draw until they get someone other than themselves. Write the guessers name in the points column on the board on the far right.

4. Ask the guesser to think what improvement would this person wants and take a guess. Reveal the answer and award a point if they got it right. Continue through each of the post its on that row until the guesser has had a guess at each.

[[File:empathy-survey-example-1.jpg|200px]] [[File:empathy-survey-example-2.jpg|200px]]

I found it a bit of fun to say our survey says before the big reveal….. We also awarded half points at the discretion of the person whose line was being guessed for example if someone guessed lamb curry and that person had lamb madras we gave half a point or if someone said Venga Boys but we had Backstreet Boys we gave half a point for the word boys being in there.

5. Continue onto the next person in the team repeating step 4 until you have a complete board.

6. Tot up the scores and give the winner a pat on the back


For people who are very new to the team it may be useful to open up to the rest of the team for help. On occasion i have even introduced a steal concept particularly around the band for 1/2 a point.

====Generating insights and Deciding what to do====

We then move quickly into dot voting to decide what to focus on and selected one item to brainstorm ideas and select some actions taking about 30 mins. I usually stand by a flip chart for this and write and draw what people are talking about. Then we assign one or more actions and owners for each. Retro Done.

===Source:===
Copied, with kind permission, from Stephen Mounsey's blog: https://sketchandscrum.com/2017/10/27/our-empathy-survey-says-awesome-retro/

Stephen's blog notes "This retro is a combination of different ideas and retrospectives. A huge thank you has to go out to ex-semi pro rugby league player Simon Chippendale for the co-creation."</text>
    <sha1>df32dc0cb98d7ace697652e8b5ba06c3fe285b2d</sha1>
  </revision>
</page>
<page arvcontinue="20190702153247|1061">
  <title>User:Orkun</title>
  <ns>2</ns>
  <id>559</id>
  <revision>
    <id>1066</id>
    <timestamp>2019-07-24T09:06:45Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Creating user page for new user.</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="46" xml:space="preserve">Experienced Agile Practitioner for a long time</text>
    <sha1>9229258c0ac9e24c5bdd5df42945297733bb34c4</sha1>
  </revision>
</page>
<page arvcontinue="20190702153247|1061">
  <title>User talk:Orkun</title>
  <ns>3</ns>
  <id>560</id>
  <revision>
    <id>1067</id>
    <timestamp>2019-07-24T09:06:46Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="326" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 02:06, 24 July 2019 (PDT)</text>
    <sha1>4fa664e927741ab83a46d2964c24abfac2573251</sha1>
  </revision>
</page>
<page arvcontinue="20190702153247|1061">
  <title>Guess Who?</title>
  <ns>0</ns>
  <id>403</id>
  <revision>
    <id>1068</id>
    <parentid>828</parentid>
    <timestamp>2019-08-02T13:23:54Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1845" xml:space="preserve">===Use:===
An 'empathy hack' retro designed for team members to see others' points of view.

===Length of time:===
60 minutes.
===Short Description:===
By the simple process of selecting a colleague's name from a hat, team members are encouraged to put themselves in their colleagues' shoes and view the world from a different perspective. By evaluating the team's efforts through the eyes of another, they are better able to assess their own performance and that of the team.

===Materials:===
Hat, post-its, flipchart/whiteboard, pens 
===Process:===

- 1. Each team member puts their name on a Post-It note and throws it into a hat. (1-2 minutes)

- 2. With the hat full, each person draws one Post-It out. Let people know they should keep the name they've drawn secret! (1 minute)

- 3. From the perspective of the person they drew from the hat, each participant writes two to three answers on separate Post-Its, to the following questions: (1) “What went well?” and (2) “What could have been better?”  (5 mins)

- 4. In turn, each person places their 'stickies' on a board divided into two, each half dedicated to the above two questions, not mentioning the person from whom's perspective they were writing. (5-10 mins)

- 5. After the participant has placed all their stickies on the board, they ask the rest of the team "Guess Who?" (5-10 mins)

- 6. Once someone guesses correctly the person represented by the stickies, the person revealed gets to validate, disagree or add any comments to complete the picture. (5-10 mins)

- 7. When everybody has been represented on the board, cluster the Post-Its into common themes. (5 mins)

- 8. Translate these clusters into actionable tasks with owners. (5-10 mins)

===Source:===
[http://richardatherton.net/guess-who-a-retrospective-from-a-different-perspective/  richardatherton.net]</text>
    <sha1>d189db438b39e6e7b09ee2fdb4f1f7130d645cda</sha1>
  </revision>
</page>
<page arvcontinue="20190702153247|1061">
  <title>Basket Ball</title>
  <ns>0</ns>
  <id>522</id>
  <revision>
    <id>1069</id>
    <parentid>1011</parentid>
    <timestamp>2019-08-19T16:50:53Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1549" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': An Agile team is like a team of basket ball players and their project sprints are like games - they are all about effective collaboration to win the championship.
Imagine a team of ace performers; individually, each one is a great player but what about collective genius? How do we ensure that the ace players are connected to the larger goal of winning the series championship?
Achieving success is not going to be easy. We have to learn to respect our differences and work closely as a team when there is a larger goal in sight. This is highly relevant to Agile Mind-set where the cross-functional teams should indeed collaborate well.

===Length of time:===
60 min


==='''Instructions:'''===

Draw the picture shown on the reverse of the card. The first scenario depicts individual team members or functions trying to focus on their own goals which will not always let them meet the team goal. Ask your team to think of the shared team goal, note down the points that can potentially lead towards the second scenario of the picture. Instruct your team to brainstorm all the bottlenecks and think of things to do so that they can move from left to right.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/ 5R2Z0QCFTJCDI5BYTBQXLTMUHUPB3J0R
This was also published @ https://www.agileconnection.com/article/revitalize-your-retrospectives-gamification

===Visual Metaphor:===
[[File:BasketBall.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>a2f30f62d860529dfc13e5be335079f7de897623</sha1>
  </revision>
  <revision>
    <id>1070</id>
    <parentid>1069</parentid>
    <timestamp>2019-08-19T16:51:20Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Innovation Games:= */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1550" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': An Agile team is like a team of basket ball players and their project sprints are like games - they are all about effective collaboration to win the championship.
Imagine a team of ace performers; individually, each one is a great player but what about collective genius? How do we ensure that the ace players are connected to the larger goal of winning the series championship?
Achieving success is not going to be easy. We have to learn to respect our differences and work closely as a team when there is a larger goal in sight. This is highly relevant to Agile Mind-set where the cross-functional teams should indeed collaborate well.

===Length of time:===
60 min


==='''Instructions:'''===

Draw the picture shown on the reverse of the card. The first scenario depicts individual team members or functions trying to focus on their own goals which will not always let them meet the team goal. Ask your team to think of the shared team goal, note down the points that can potentially lead towards the second scenario of the picture. Instruct your team to brainstorm all the bottlenecks and think of things to do so that they can move from left to right.

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/ 5R2Z0QCFTJCDI5BYTBQXLTMUHUPB3J0R

This was also published @ https://www.agileconnection.com/article/revitalize-your-retrospectives-gamification

===Visual Metaphor:===
[[File:BasketBall.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>da97db85b691969ef6ba2346c38646117feb34c1</sha1>
  </revision>
</page>
<page arvcontinue="20190702153247|1061">
  <title>Snakes and Ladders</title>
  <ns>0</ns>
  <id>520</id>
  <revision>
    <id>1071</id>
    <parentid>1008</parentid>
    <timestamp>2019-08-19T16:58:02Z</timestamp>
    <contributor>
      <username>Ledalla Madhavi</username>
      <id>362</id>
    </contributor>
    <comment>/* Instructions: */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1629" xml:space="preserve">__NOTOC__
===Use:===

'''Situation''': Snakes and Ladders is a classic board game. On the way to the finishing point, the players meet with hurdles in the form of snakes and opportunities in the form of ladders. Replace the game with work in an Agile team setup where teams play the game of snakes and ladders to meet the set goals. However, unlike the regular game of Snakes and Ladders, all the team members have to reach the finishing point together to call the project a success.

===Length of time:===
60 min


==='''Instructions:'''===

In your Retrospective ceremony, compare your project to a game of Snakes and Ladders. How do we reach the finishing line together?
1. Imagine the snakes to be the impediments which teams face during their iterations.
2. Think of the ladder as best practices we should continue following, which could help us realize our iteration goal, in increments.
3. Fire torch could indicate the precautionary measures or things to help the team improve and meet the iteration goal.

Simple in its approach as it might be, the basic concept of gamifi-cation in retrospectives does two things, brings in a lot of fun and excitement and brings out ideas which would not have come out through conventional approaches.
 
This technique is also published @[Agile Connection[https://www.agileconnection.com/article/revitalize-your-retrospectives-gamification]

==Innovation Games:===
http://innovationgames.com/game_view/instant_play/XAJGTFPWGZBJ5OKYOK1XCE3PFYL3VBKQ

===Visual Metaphor:===
[[File:SnakesLadders.png]]

===Author:===
Madhavi Ledalla: 
https://www.linkedin.com/in/madhavi-ledalla-6454237/</text>
    <sha1>3806836ab0cf805a2babc63b1440a258588e54de</sha1>
  </revision>
</page>
<page arvcontinue="20190702153247|1061">
  <title>External Resources</title>
  <ns>0</ns>
  <id>50</id>
  <revision>
    <id>1072</id>
    <parentid>1049</parentid>
    <timestamp>2019-08-27T02:48:27Z</timestamp>
    <contributor>
      <username>Jmroxas</username>
      <id>427</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7346" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>b4af0959e79335a9c54b1b32e726a231f2bcf6b3</sha1>
  </revision>
  <revision>
    <id>1118</id>
    <parentid>1072</parentid>
    <timestamp>2021-01-08T13:47:41Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7471" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman</text>
    <sha1>04eab1789a30c19b412c230bf8bec16b92159ba3</sha1>
  </revision>
  <revision>
    <id>1120</id>
    <parentid>1118</parentid>
    <timestamp>2021-03-07T21:00:47Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7596" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
    <sha1>87ed5ae0c06f8bc8713e62e94fb0a983518b265c</sha1>
  </revision>
  <revision>
    <id>1122</id>
    <parentid>1120</parentid>
    <timestamp>2021-03-07T21:08:41Z</timestamp>
    <contributor>
      <username>Ben Linders</username>
      <id>344</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7752" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
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    <text bytes="685" xml:space="preserve">Hi there! I am a Project Manager and Scrum Master who is passionate about Agile Product Delivery. With experience both in Business Analysis and Project Management, I have a strong appreciation for customer needs and working with the team to deliver them. I am also fascinated by teams, and love watching how teams gel together to deliver great solutions over time. I am of a belief that as a team, we can overcome any and all difficulties!

It is very exciting to be a contributing member of Retrospective Wiki, and I truly hope to bring value to the Agile community by sharing my experiences and insights with other practitioners, while learning from others to enrich my own practice.</text>
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  <title>User talk:Nataliaros</title>
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    <comment>Welcome!</comment>
    <model>wikitext</model>
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    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:13, 26 October 2019 (PDT)</text>
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  <title>User:Henrygabaldon</title>
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    <text bytes="59" xml:space="preserve">Scrum Master with 7+ years experience and still learning...</text>
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  <title>User talk:Henrygabaldon</title>
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    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:15, 26 October 2019 (PDT)</text>
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  <title>User:Patc</title>
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    <text bytes="47" xml:space="preserve">https://www.linkedin.com/in/pat-pongpaet-correa</text>
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  <title>User talk:Patc</title>
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  <id>566</id>
  <revision>
    <id>1079</id>
    <timestamp>2019-10-26T08:16:01Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:16, 26 October 2019 (PDT)</text>
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  <title>User:AGILEMAGV</title>
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    <text bytes="75" xml:space="preserve">AGILE Team Coach at IBM:
https://www.linkedin.com/in/miguelalejandroguerra/</text>
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  <title>User talk:AGILEMAGV</title>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="328" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 13:25, 5 January 2020 (PST)</text>
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  <title>User:Annaarev</title>
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    <text bytes="116" xml:space="preserve">I'm a scrum master of 6 years. Love this wiki, have some tips &amp; tricks of my own, would like to contribute here too.</text>
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  <title>User talk:Annaarev</title>
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    <contributor>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="328" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 13:25, 5 January 2020 (PST)</text>
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<page arvcontinue="20190702153247|1061">
  <title>User:Losorio</title>
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    <text bytes="156" xml:space="preserve">I've been a Management 3.0 practitioner and Scrum Master for a while now and recently conducted a very interesting retrospective that I would like to share.</text>
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  <title>User talk:Losorio</title>
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    <contributor>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="328" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 13:25, 5 January 2020 (PST)</text>
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  <title>User:Mine.aceves</title>
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    <text bytes="21" xml:space="preserve">Agile Coach in IBM MX</text>
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  <title>User talk:Mine.aceves</title>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:05, 20 January 2020 (PST)</text>
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  <title>User:Perfectlax</title>
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    <text bytes="41" xml:space="preserve">Currently trying to become an Agile Coach</text>
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<page arvcontinue="20190702153247|1061">
  <title>User talk:Perfectlax</title>
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    <contributor>
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    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:05, 20 January 2020 (PST)</text>
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  <title>User:Ssureshbabu</title>
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    <text bytes="51" xml:space="preserve">https://www.linkedin.com/in/suresh-babu-s-638b0021/</text>
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<page arvcontinue="20190702153247|1061">
  <title>User talk:Ssureshbabu</title>
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  <id>578</id>
  <revision>
    <id>1091</id>
    <timestamp>2020-01-20T09:06:19Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Welcome!</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="329" xml:space="preserve">'''Welcome to ''Agile Retrospective Resource Wiki''!'''
We hope you will contribute much and well.
You will probably want to read the [https://www.mediawiki.org/wiki/Special:MyLanguage/Help:Contents help pages].
Again, welcome and have fun! [[User:Robbowley|Robbowley]] ([[User talk:Robbowley|talk]]) 01:06, 20 January 2020 (PST)</text>
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<page arvcontinue="20190702153247|1061">
  <title>Agile Retrospective Resource Wiki:About</title>
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    <timestamp>2020-12-21T20:34:59Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    <comment>Created page with "This wiki was set up and is maintained by Rob Bowley. Please get in touch if you have any questions or thoughts on how to improve the wiki."</comment>
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    <text bytes="139" xml:space="preserve">This wiki was set up and is maintained by Rob Bowley. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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    <text bytes="172" xml:space="preserve">This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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  <title>MediaWiki:Mainpage</title>
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    <comment>Created page with "Main Page"</comment>
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  <title>Agile Retrospective Resource Wiki</title>
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    <contributor>
      <username>Robbowley</username>
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    <comment>Robbowley moved page [[Main Page]] to [[Agile Retrospective Resource Wiki]]</comment>
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=Welcome!=

This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in software teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects." - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to [[Special:RequestAccount| request an account]] to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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=Welcome!=

This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in software teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects." - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to [[Special:RequestAccount| request an account]] to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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  <title>Common ailments &amp; cures</title>
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    <text bytes="4927" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-recurring-actions/ recurring actions]
*Reduce actions to a manageable number
*More suggestions in [http://www.infoq.com/news/2014/02/retrospective-actions-done Having Actions Done from Retrospectives]

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Focus on the [https://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ vital few actions], only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use [https://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ root cause analysis]
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-blaming/ blaming]

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting
*Use Retrospective Exercises from [https://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] or [http://www.plans-for-retrospectives.com/ Retr-O-Mat]

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types
*Start the retrospective with a [https://www.benlinders.com/2016/warm-up-exercises-for-agile-retrospectives/ warm-up exercise] to create an atmosphere where team members can be open and honest about what has happened

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a [http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a [https://www.benlinders.com/2011/devils-or-angels-advocate-which-role-do-you-prefer/ Devil's Advocate or Angel's Advocate]
*Try De Bono's [[6 Thinking Hats Retrospective]]
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smell-passiveness/ passiveness]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan or a [https://www.benlinders.com/2013/using-solution-focused-in-a-strengths-based-retrospective/ Strenghts based Retrospective]

----

'''General:'''

Facilitators need to know about [https://www.benlinders.com/2018/retrospective-smells/ retrospective smells]: signals that something might be going wrong in your retrospective. The [https://www.benlinders.com/news/agile-retrospective-smells-cards-released/ Retrospective Smells Cards] help you to recognize smells and act upon them by solving the problem or mitigating the impact.</text>
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  <title>Tools &amp; Exercises</title>
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    <text bytes="2247" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.scrum-toolkit.com/ Scrum Toolkit]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[https://www.benlinders.com/news/agile-retrospectives-bingo-released/ Agile Retrospective Bingo]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]
*[https://skycoach.be/2010/06/17/12-retrospective-exercises/ 12 retrospective exercises]</text>
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      <username>Joelmccune</username>
      <id>457</id>
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    <comment>Added a link to retrocadence.com there are free retro board templates and action item tracking for teams (FREE)</comment>
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    <text bytes="2306" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[https://retrocadence.com/ Retrospective Board Templates]
*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.scrum-toolkit.com/ Scrum Toolkit]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[https://www.benlinders.com/news/agile-retrospectives-bingo-released/ Agile Retrospective Bingo]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]
*[https://skycoach.be/2010/06/17/12-retrospective-exercises/ 12 retrospective exercises]</text>
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  <title>Retrospective plan template</title>
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====Contribute====
You will have to create an account to add a retrospective plan, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

'''Please use the following structure when adding a retrospective plan:'''
===Use:===

===Length of time:===
e.g. 60 min

===Short Description:===
A brief summary of the process and output.
===Materials:===
Any materials required e.g. flip charts, post-it notes etc.
===Process:===
A detailed and instructive guide on how to run the retrospective. Try to be use bullets and ordered lists rather than long paragraphs.

===Source:===</text>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://retrocadence.com/ A Smashing Retrospective! Free Retrospective Tool]
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
    <sha1>62ea406ff7465315181e625a9324cec05fa5469d</sha1>
  </revision>
  <revision>
    <id>1126</id>
    <parentid>1125</parentid>
    <timestamp>2022-01-09T16:30:27Z</timestamp>
    <contributor>
      <username>Joelmccune</username>
      <id>457</id>
    </contributor>
    <minor/>
    <comment>Added a Free Retrospective Tool</comment>
    <model>wikitext</model>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://retrocadence.com/ Free Retrospective Tool]
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://retrospectives.com retrospectives.com]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
    <sha1>9380135b72ffb778fdecd06d19360de70f6a0438</sha1>
  </revision>
  <revision>
    <id>1162</id>
    <parentid>1126</parentid>
    <timestamp>2022-03-09T14:10:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://retrocadence.com/ Free Retrospective Tool]
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
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  </revision>
</page>
<page arvcontinue="20220109162900|1125">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
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    <id>1127</id>
    <parentid>1124</parentid>
    <timestamp>2022-02-11T22:14:34Z</timestamp>
    <contributor>
      <username>Joelmccune</username>
      <id>457</id>
    </contributor>
    <minor/>
    <comment>updated description</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2339" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[https://retrocadence.com/ Agile Retrospective Tool With Built In Retrospective Templates]
*[http://nomad8.com/chart-your-happiness/ Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.scrum-toolkit.com/ Scrum Toolkit]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[https://www.benlinders.com/news/agile-retrospectives-bingo-released/ Agile Retrospective Bingo]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]
*[https://skycoach.be/2010/06/17/12-retrospective-exercises/ 12 retrospective exercises]</text>
    <sha1>a9386b721ac3f93a9666911876313c408c32957b</sha1>
  </revision>
  <revision>
    <id>1168</id>
    <parentid>1127</parentid>
    <timestamp>2022-03-10T11:56:01Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2348" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[https://retrocadence.com/ Agile Retrospective Tool With Built In Retrospective Templates]
*[https://nomad8.com/articles/chart-your-happiness Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.scrum-toolkit.com/ Scrum Toolkit]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[https://www.benlinders.com/news/agile-retrospectives-bingo-released/ Agile Retrospective Bingo]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]
*[https://skycoach.be/2010/06/17/12-retrospective-exercises/ 12 retrospective exercises]</text>
    <sha1>cffb57312cd244082205c0c45bc94412251dadd6</sha1>
  </revision>
  <revision>
    <id>1169</id>
    <parentid>1168</parentid>
    <timestamp>2022-03-10T11:57:36Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <minor/>
    <comment>Robbowley moved page [[Tools]] to [[Tools &amp; Exercises]]</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2348" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[https://retrocadence.com/ Agile Retrospective Tool With Built In Retrospective Templates]
*[https://nomad8.com/articles/chart-your-happiness Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.scrum-toolkit.com/ Scrum Toolkit]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://accel-team.com/techniques/force_field_analysis.html Force Field Analysis]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[http://skycoach.be/2013/09/17/boring-retrospectives-10-walk-the-board/ Walk the Board]
*[https://www.benlinders.com/news/agile-retrospectives-bingo-released/ Agile Retrospective Bingo]
*[http://agilethings.nl/lego-goes-retro/ Retrospectives with Lego]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]
*[https://skycoach.be/2010/06/17/12-retrospective-exercises/ 12 retrospective exercises]</text>
    <sha1>cffb57312cd244082205c0c45bc94412251dadd6</sha1>
  </revision>
</page>
<page arvcontinue="20220109162900|1125">
  <title>Rob's Guide to Effective Retrospectives</title>
  <ns>0</ns>
  <id>297</id>
  <revision>
    <id>1128</id>
    <parentid>601</parentid>
    <timestamp>2022-03-09T12:07:38Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3425" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually surprised by the number of people I speak to who facilitate retrospectives, but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are essential reading.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? One common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This can prevent a team from feeling truly empowered to solve their own problems. It may be one person's job to make sure they happen and everyone turns up, but that does not (and should not) mean they also have to run every retrospective as well.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are always being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
Probably the most common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big wafty goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This does not have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, there's not point taking any more than 1 action away from this retrospective. Once the team has got better at completing the actions they've comitted to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>0b23480de1c8519000e611f55b937f8c6a02b3bb</sha1>
  </revision>
  <revision>
    <id>1129</id>
    <parentid>1128</parentid>
    <timestamp>2022-03-09T12:13:43Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3411" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
I'm continually surprised by the number of people I speak to who facilitate retrospectives, but haven't read Derby and Larson's [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] (or similar material on effective facilitation, see [[External Resources]]). Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. The first three chapters of Derby and Larson's book are essential reading.

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? One common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This can result in bias towards one person's point of view and also prevent a team from feeling empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>f97da9557e5c981b2f9d6ce5251b44c63884f50f</sha1>
  </revision>
  <revision>
    <id>1130</id>
    <parentid>1129</parentid>
    <timestamp>2022-03-09T12:14:52Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3210" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. 

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? One common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This can result in bias towards one person's point of view and also prevent a team from feeling empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>df6b19041af31e3f49bcb08c555f42656198b627</sha1>
  </revision>
  <revision>
    <id>1131</id>
    <parentid>1130</parentid>
    <timestamp>2022-03-09T12:16:53Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3271" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. 

===Start each retrospective with [[The Prime Directive]]===

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? One common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This can result in bias towards one person's point of view and also prevent a team from feeling empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>5d3fccd8228076c4019cb718ebf2835c4a501551</sha1>
  </revision>
  <revision>
    <id>1132</id>
    <parentid>1131</parentid>
    <timestamp>2022-03-09T12:17:37Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>/* Start each retrospective with The Prime Directive */</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3827" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. 

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.


'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? One common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This can result in bias towards one person's point of view and also prevent a team from feeling empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>e5cbf99eb4137a296fcd878285342a1c055df143</sha1>
  </revision>
  <revision>
    <id>1133</id>
    <parentid>1132</parentid>
    <timestamp>2022-03-09T12:17:52Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3826" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual rambling debate takes thought and practice. 

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? One common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This can result in bias towards one person's point of view and also prevent a team from feeling empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>613d65f2f37e5f2221a0c8313827e3ac9498f010</sha1>
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  <revision>
    <id>1134</id>
    <parentid>1133</parentid>
    <timestamp>2022-03-09T12:19:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="3817" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
Are you finding your team aren't particularly enthusiastic or engaged in your retrospectives? One common reason I see for this is it being one person's job (typically a scrum master or project manager) to facilitate/lead them. This can result in bias towards one person's point of view and also prevent a team from feeling empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Instead try and get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

===Get someone outside of the team to facilitate===
Really easy to do if you have more than one team - ask for someone from another team to facilitate your retrospective and when it's their turn return the favour. This is a great technique to avoid the risk of facilitator bias (face it, we're all biased whether we believe it or not!) and even better has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>d4aef8ab0f36dbc24a6d8eabb81d0e5722e8b366</sha1>
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    <timestamp>2022-03-09T12:22:18Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    </contributor>
    <model>wikitext</model>
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===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. Making sure the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>7b2d34dbe2bb486e78fd3e0d773bbb8a88b390c8</sha1>
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    </contributor>
    <model>wikitext</model>
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    <text bytes="3761" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. 

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

Conversely, and something more common with remote working and online meetings is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]  


===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>fb703d4926f539fe66f5dff73d0e079a838b5d69</sha1>
  </revision>
  <revision>
    <id>1137</id>
    <parentid>1136</parentid>
    <timestamp>2022-03-09T12:28:14Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    </contributor>
    <model>wikitext</model>
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    <text bytes="4045" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. 

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

Conversely, and something more common with remote working and online meetings is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

'"Retrospectives should be where people truly critique the status quo.

A place with tension, difficulty and honest searching for a better way.

Where people make themselves vulnerable and do the hard work of forging agreement.

With these kinds of retros, things actually change."'


===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>c677e3c0adc3674053f06ea4e379f5be4e94e1c2</sha1>
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  <revision>
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    <timestamp>2022-03-09T12:28:34Z</timestamp>
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    </contributor>
    <model>wikitext</model>
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    <text bytes="4047" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. 

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

Conversely, and something more common with remote working and online meetings is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo.

A place with tension, difficulty and honest searching for a better way.

Where people make themselves vulnerable and do the hard work of forging agreement.

With these kinds of retros, things actually change."''


===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>b1281c17c1e10ce024eef07a32052f5ca0a5749b</sha1>
  </revision>
  <revision>
    <id>1139</id>
    <parentid>1138</parentid>
    <timestamp>2022-03-09T12:29:44Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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===Retrospective facilitation is a skill===
Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

Conversely, and something more common with remote working and online meetings is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo.

A place with tension, difficulty and honest searching for a better way.

Where people make themselves vulnerable and do the hard work of forging agreement.

With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. 

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>0fa5fe77e1eeec44199131a230e9736c3a2ed55a</sha1>
  </revision>
  <revision>
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    <parentid>1139</parentid>
    <timestamp>2022-03-09T12:30:09Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    <text bytes="4153" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

Conversely - and something more common with remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo.

A place with tension, difficulty and honest searching for a better way.

Where people make themselves vulnerable and do the hard work of forging agreement.

With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading. 

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>8658ea991b77e32239c4816e5e8fd867c2c627f7</sha1>
  </revision>
  <revision>
    <id>1141</id>
    <parentid>1140</parentid>
    <timestamp>2022-03-09T12:30:51Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4203" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

Conversely - and something more common with remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo.

A place with tension, difficulty and honest searching for a better way.

Where people make themselves vulnerable and do the hard work of forging agreement.

With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]


===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>935fd636adaf66005d011f81e8873d4f241d1e1b</sha1>
  </revision>
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    <id>1142</id>
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===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. 

Conversely - and something more common with remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo.

A place with tension, difficulty and honest searching for a better way.

Where people make themselves vulnerable and do the hard work of forging agreement.

With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>e737e47c2fc2515e42b21310f1b6280769deae21</sha1>
  </revision>
  <revision>
    <id>1143</id>
    <parentid>1142</parentid>
    <timestamp>2022-03-09T12:31:30Z</timestamp>
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    <model>wikitext</model>
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    <text bytes="4215" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo.

A place with tension, difficulty and honest searching for a better way.

Where people make themselves vulnerable and do the hard work of forging agreement.

With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>d127f47458d0555b8fda620f595d16533c92fb61</sha1>
  </revision>
  <revision>
    <id>1144</id>
    <parentid>1143</parentid>
    <timestamp>2022-03-09T12:31:45Z</timestamp>
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      <username>Robbowley</username>
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    <model>wikitext</model>
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    <text bytes="4212" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo.
A place with tension, difficulty and honest searching for a better way.
Where people make themselves vulnerable and do the hard work of forging agreement.
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>e987d5e807411f769c4e2dac472d49d9436af659</sha1>
  </revision>
  <revision>
    <id>1145</id>
    <parentid>1144</parentid>
    <timestamp>2022-03-09T12:33:00Z</timestamp>
    <contributor>
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    <model>wikitext</model>
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    <text bytes="4215" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice. Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo. 
A place with tension, difficulty and honest searching for a better way. 
Where people make themselves vulnerable and do the hard work of forging agreement. 
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>414b4cee00c010af343d3aa72e699da987c2d152</sha1>
  </revision>
  <revision>
    <id>1146</id>
    <parentid>1145</parentid>
    <timestamp>2022-03-09T12:33:25Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    </contributor>
    <model>wikitext</model>
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    <text bytes="4216" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo. 
A place with tension, difficulty and honest searching for a better way. 
Where people make themselves vulnerable and do the hard work of forging agreement. 
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Before doing anything else, begin the retrospective by going through the actions from the previous retrospective have been completed. If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then maybe they can increase the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>fbb42ac19317bc8ebb68a48579d28a50daf9bf9d</sha1>
  </revision>
  <revision>
    <id>1147</id>
    <parentid>1146</parentid>
    <timestamp>2022-03-09T12:35:48Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4185" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]. 

''"Retrospectives should be where people truly critique the status quo. 
A place with tension, difficulty and honest searching for a better way. 
Where people make themselves vulnerable and do the hard work of forging agreement. 
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>a0e5407b8a7e74a09e64b2bdacd4e80c9dcad5b6</sha1>
  </revision>
  <revision>
    <id>1148</id>
    <parentid>1147</parentid>
    <timestamp>2022-03-09T12:37:01Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4196" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working.

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>c7150fb493eebd803d0de886b02ee3d8015ba630</sha1>
  </revision>
  <revision>
    <id>1149</id>
    <parentid>1148</parentid>
    <timestamp>2022-03-09T12:39:50Z</timestamp>
    <contributor>
      <username>Robbowley</username>
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    </contributor>
    <model>wikitext</model>
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    <text bytes="4196" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring the meeting is not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional meetings which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>7be470ecf008955b99459d25313e4a6ecd773f76</sha1>
  </revision>
  <revision>
    <id>1150</id>
    <parentid>1149</parentid>
    <timestamp>2022-03-09T12:41:32Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4200" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>7a4360be1d36cab30685936354b3da24adbb4ef6</sha1>
  </revision>
  <revision>
    <id>1151</id>
    <parentid>1150</parentid>
    <timestamp>2022-03-09T12:44:57Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4186" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the activity in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>ccc507e9dc6ae903aaf057f61158975cd46fc7f7</sha1>
  </revision>
  <revision>
    <id>1152</id>
    <parentid>1151</parentid>
    <timestamp>2022-03-09T12:46:04Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4182" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn'tt) mean they also have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>ac2a3f9c6770e324f9f96f12f14968f6cfc28cda</sha1>
  </revision>
  <revision>
    <id>1153</id>
    <parentid>1152</parentid>
    <timestamp>2022-03-09T12:53:16Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4176" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn't) mean they have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>dd0cc33aeb4b3ddb548205ade88f2eae191abc0e</sha1>
  </revision>
  <revision>
    <id>1154</id>
    <parentid>1153</parentid>
    <timestamp>2022-03-09T12:54:00Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4178" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

''''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."''''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn't) mean they have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
    <sha1>2361ee1235468b90c97c72904811876201336338</sha1>
  </revision>
  <revision>
    <id>1155</id>
    <parentid>1154</parentid>
    <timestamp>2022-03-09T12:54:26Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="4180" xml:space="preserve">__NOTOC__
===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn't) mean they have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour and has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It is common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn't) mean they have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour. This has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Rotate the facilitator role===
It's common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn't) mean they have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour. This has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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  <title>Agile Retrospective Resource Wiki</title>
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=Welcome!=

This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in software teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects." - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to [[Special:RequestAccount| request an account]] to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

===[[Rob's guide to effective retrospectives]]===
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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=Welcome!=

This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in software teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects." - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to [[Special:RequestAccount| request an account]] to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's guide to effective retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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=Welcome!=

This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects." - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to [[Special:RequestAccount| request an account]] to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's guide to effective retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects." - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to [[Special:RequestAccount| request an account]] to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's guide to effective retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will have to [[Special:RequestAccount| request an account]] to do so, which will have to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's guide to effective retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's guide to effective retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki was set up and is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or thoughts on how to improve the wiki.</text>
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This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's guide to effective retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools]]====
Smaller exercises which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools &amp; Exercises]]====
Smaller exercises and tools which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
Currently a random collection of quick tips to ensure you're getting the most from your retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools &amp; Exercises]]====
Smaller exercises and tools which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
A collection of quick tips to ensure you're getting the most from your retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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  <title>Retrospective Plans</title>
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    <text bytes="8609" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|Quite a different approach intended to provoke different ways of thinking. A good alternative to the usual post-it note/card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-
|'''[[Basket Ball]]'''
|A way for a team to discuss how can they work as an agile team.
|Useful for brainstorming what it takes for team members working in silos to start working as an agile team.
|60
|-
|'''[[A-Team]]'''
|A way for a team to discuss goals, achievements, particularities and team work.
|Useful as an alternative to a basic retrospective.
|60
|-
|'''[[Our Empathy Survey Says – Awesome Retro]]'''
|A fun gameshow-style format, guessing what others have answered.
|Designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.
|30-60
|-</text>
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  <title>Common ailments &amp; cures</title>
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    <text bytes="4529" xml:space="preserve">A collection of common problems which occur with retrospectives and suggestions how to resolve them. Generated by running a [[Retrospective Surgery]].

If you have an ailment that is not covered please add it at the bottom and hopefully someone will have an answer for you.

----

'''Ailment: Actions not captured / No obvious record or review of previous retrospective findings'''

'''Cures:'''

*Review the actions from the previous retrospectives at the beginning of each retrospective.
*Capture/Document actions &amp; follow up by Scrum Master
*Maintain backlog and have it visible for everybody in the team (e.g. on the Task Board)
*Focus on last sprint only
*Make someone responsible and accountable for each action.
*Put the actions somewhere visible in the team space for example to create team building spirit
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-recurring-actions/ recurring actions]
*Reduce actions to a manageable number
*More suggestions in [http://www.infoq.com/news/2014/02/retrospective-actions-done Having Actions Done from Retrospectives]

----
'''Ailment: Too many actions'''

'''Cures:'''
*Apply velocity to actions, track progress and only take on what velocity dictates
*Try [[Plan of Action]] Retrospective Plan
*Focus on the [https://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ vital few actions], only choose one action

----
'''Ailment: Unjustified actions'''

'''Cures:'''
*Use [https://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ root cause analysis]
*Ensure actions are suggestions from the team and prioritised by them.
*Suggests Biased chair - see cures for that symptom

----
'''Ailment: Not having the right people in the retrospective'''

'''Cures:'''
*Invite people early
*Pick a time that suits everyone
*Have separate retrospectives for tech team &amp; wider team

----
'''Ailment: Biased chair / Agenda hijacking'''

'''Cures:'''
*Feedback to chair and escalate if necessary
*Rotate chair
*Coach chair on “Agile” principles
*Let team choose an un-biased chair
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smells-blaming/ blaming]

----
'''Ailment: Lack of preparation / Forgetting what’s happened'''

'''Cures:'''
*Compensate in the meeting by having a good time line (Ed. help everyone remember what happened?)
*Prepare - personal/team log
*Remind participants to think of good and bad points
*Reminder before the meeting
*Use Retrospective Exercises from [https://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] or [http://www.plans-for-retrospectives.com/ Retr-O-Mat]

----
'''Ailment: People not speaking up/shy'''

'''Cures:'''
*Chair/facilitator needs to create the right environment
*Suggest box/amnesty
*Try different games which are more suited to retiring types
*Start the retrospective with a [https://www.benlinders.com/2016/warm-up-exercises-for-agile-retrospectives/ warm-up exercise] to create an atmosphere where team members can be open and honest about what has happened

----
'''Ailment: Retrospective actions and tips not shared with other teams'''

'''Cures:'''
*Rotating facilitators
*Shared retrospective blog
*Retrospective “lurking”
*Cross team collaboration needed
*Do a [http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]


----
'''Ailment: People taking things personally'''

'''Cures:'''
*Refer to [[The Prime Directive]]

----
'''Ailment: Voting system may result in valid issues not being addressed'''

'''Cures:'''
*Non-addressed issues get rolled over (&amp; keep votes?)
*Themed retrospectives
*Encourage team to get on well so they empathise more with issues affecting minority
*Vary the retro format (e.g. no voting)

----
'''Ailment: Suffering from 'Group Think''''

'''Cures:'''
*Have a [https://www.benlinders.com/2011/devils-or-angels-advocate-which-role-do-you-prefer/ Devil's Advocate or Angel's Advocate]
*Try De Bono's [[6 Thinking Hats Retrospective]]
*Recognize and deal with [https://www.benlinders.com/2018/retrospective-smell-passiveness/ passiveness]

----
'''Ailment: Lack of engagement'''

'''Cures:'''
*Try new plans or tips such as the ones on this wiki!

----
'''Ailment: Too much focus on negatives'''

'''Cures:'''
* Try the [[Appreciative Retrospective]] Plan or a [https://www.benlinders.com/2013/using-solution-focused-in-a-strengths-based-retrospective/ Strenghts based Retrospective]

----</text>
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  <title>Tools</title>
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    <comment>Robbowley moved page [[Tools]] to [[Tools &amp; Exercises]]</comment>
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    <text bytes="31" xml:space="preserve">#REDIRECT [[Tools &amp; Exercises]]</text>
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools &amp; Exercises|Tools &amp; Exercises
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** External_Resources|External Resources
** Rob's Guide to Effective Retrospectives|Rob's Guide to Effective Retrospectives
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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  <title>Agile Retrospective Resource Wiki</title>
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    <text bytes="2597" xml:space="preserve">__NOTOC__
This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

'''What are retrospectives?'''
''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools &amp; Exercises]]====
Smaller exercises and tools which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
A collection of quick tips to ensure you're getting the most from your retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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    <text bytes="2602" xml:space="preserve">__NOTOC__
This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

'''What are retrospectives?'''&lt;br/&gt;
''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools &amp; Exercises]]====
Smaller exercises and tools which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
A collection of quick tips to ensure you're getting the most from your retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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    <parentid>1176</parentid>
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      <id>1</id>
    </contributor>
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    <text bytes="2602" xml:space="preserve">__NOTOC__
This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

'''What is a retrospective?'''&lt;br/&gt;
''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools &amp; Exercises]]====
Smaller exercises and tools which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
A collection of quick tips to ensure you're getting the most from your retrospectives

====[[Retrospective Surgery]]====
A "retrospective for retrospectives". Used to gather a lot of the original content on this site.

====[[External Resources]]====
Links to other places you can find out about retrospectives.

====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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    <parentid>1177</parentid>
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      <id>1</id>
    </contributor>
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    <text bytes="2507" xml:space="preserve">__NOTOC__
This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

'''What is a retrospective?'''&lt;br/&gt;
''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools &amp; Exercises]]====
Smaller exercises and tools which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Books,_Articles,_Videos | Books, Articles, Videos]]====
Lots of resources where you can learn more about retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
A collection of quick tips to ensure you're getting the most from your retrospectives


====Contact====
This wiki is maintained by [https://twitter.com/@robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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  </revision>
  <revision>
    <id>1190</id>
    <parentid>1185</parentid>
    <timestamp>2023-12-05T18:23:34Z</timestamp>
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      <id>1</id>
    </contributor>
    <comment>/* Contact */</comment>
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    <text bytes="2506" xml:space="preserve">__NOTOC__
This is a resource for sharing retrospective plans, tips &amp; tricks, tools and ideas to help us get the most out of our retrospectives.
Retrospectives play a crucial role in teams. It is time specifically put aside to reflect on how the team is performing and what can be done to improve.

'''What is a retrospective?'''&lt;br/&gt;
''"[...] a meeting held by a project team at the end of a project or process (often after a certain number of iterations) to discuss what was successful about the project or time period covered by that retrospective, what could be improved, and how to incorporate the successes and improvements in future iterations or projects."'' - [http://en.wikipedia.org/wiki/Retrospective#Software_development Wikipedia]

The process of retrospecting is at the heart of Scrum (Inspect and Adapt), eXtreme Programming (fix it when it breaks) and Lean Software Development (Kaizen or Continuous Improvement)

==Contribute==
If you've come up with a [[Retrospective Plans| retrospective plan]] you think worked really well and is worth sharing, or have [[Tools]] or [[Tips &amp; tricks | Tips &amp; Tricks]] please share them here. You will need to [[Special:RequestAccount| request an account]] to do so, which will need to be approved by the administrator ([http://twitter.com/@robbowley @robbowley]). Sorry for the bureaucracy but the wiki gets hammered by spam bots!

==Sections==

====[[Retrospective Plans]]====

A constantly evolving list of retrospective plans you could try for either specific situations or to simply mix things up to stop them going stale.

====[[Tools &amp; Exercises]]====
Smaller exercises and tools which can be used on their own or as part of larger sessions. Examples of use may be to break the ice, gauge the temperature or remind people of significant events.

====[[Books,_Articles,_Videos | Books, Articles, Videos]]====
Lots of resources where you can learn more about retrospectives

====[[Common_ailments_%26_cures | Common Ailments &amp; Cures]]====
A list of common problems that have occurred with retrospectives and suggestions on how to deal with them.

====[[Rob's Guide to Effective Retrospectives]]====
The wiki maintainer's personal guide to running effective retrospectives

====[[Tips_%26_tricks | Tips &amp; Tricks]]====
A collection of quick tips to ensure you're getting the most from your retrospectives


====Contact====
This wiki is maintained by [https://twitter.com/robbowley Rob Bowley]. Please get in touch if you have any questions or issues.</text>
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  </revision>
</page>
<page arvcontinue="20220310141243|1175">
  <title>White Elephant Retro</title>
  <ns>0</ns>
  <id>592</id>
  <revision>
    <id>1178</id>
    <timestamp>2022-04-01T14:48:05Z</timestamp>
    <contributor>
      <username>Blunderdome</username>
      <id>460</id>
    </contributor>
    <comment>add white elephant retro</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2548" xml:space="preserve">===Use:===
A fun, out-of-the-box, non-sprint-focused retro, good for learning about other team members’ values, needs, and concerns.
===Length of time:===
For a group a 6, around 30 minutes. Time increases rapidly with more participants due to recursive nature of gift theft.
===Short Description:===
Team members open and steal hypothetical gifts, following the process of the horrible [https://en.wikipedia.org/wiki/White_elephant_gift_exchange/ “White Elephant”] holiday party tradition.
===Materials:===
Can be done with post-its and index cards (one person per is sufficient) if run in-person, or using a spreadsheet if run remotely.
===Process:===
#Everyone thinks of one imaginary “gift” that a team member could receive. Gifts can be realistic (extra time off, eliminating certain projects, budget for something, leveling up in certain skills), or fictional (an extra hour in the day, ability to teleport, use telepathy etc.). “Gifts” could also take the form of something no one would want, like a fire happening while someone is on call. (Alternatively, the runner may think of the gifts in advance)
#Each person writes the imaginary gift on an index card and places it face down on the table, representing the “unwrapped” gifts. (If running remotely, enter gifts into cells in a spreadsheet and hide the text.)
#Following the rules of the “white elephant” holiday party tradition, people take turns unwrapping and stealing the gifts.
##The first person “unwraps” a gift (picks up a card or reveals the text in a cell) and reads it to the group
##Subsequent people can either chose one of the unwrapped gifts, or steal a revealed gift; if they steal, the person who was stolen from either unwraps or steals, etc. You can’t steal a gift that was stolen in the current round.
#The retro runner may find it informative to track how many times each gift is stolen overall, but this isn’t necessary to run the retro.
#Once the last person has gone (all gifts are revealed and everyone has one gift), discuss
    - Did you get the gift you wanted?
    - Why were some gifts popular or unpopular?
    - Did you ever feel bad when stealing a gift?
    - Did you find it hard or easy to decide which gifts would provide the most benefit?
    - What themes emerged among the gifts people imagined? What themes emerged among gifts that were popular / unpopular?
    - Were there some gifts that certain people were excited about that others didn’t want?

===Source:===
Alexander Roy: https://www.linkedin.com/in/aroy3</text>
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  </revision>
</page>
<page arvcontinue="20220310141243|1175">
  <title>Retrospective Plans</title>
  <ns>0</ns>
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  <revision>
    <id>1179</id>
    <parentid>1160</parentid>
    <timestamp>2022-04-01T14:50:59Z</timestamp>
    <contributor>
      <username>Blunderdome</username>
      <id>460</id>
    </contributor>
    <comment>add white elephant retro to main table</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="8776" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|Quite a different approach intended to provoke different ways of thinking. A good alternative to the usual post-it note/card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-
|'''[[Basket Ball]]'''
|A way for a team to discuss how can they work as an agile team.
|Useful for brainstorming what it takes for team members working in silos to start working as an agile team.
|60
|-
|'''[[A-Team]]'''
|A way for a team to discuss goals, achievements, particularities and team work.
|Useful as an alternative to a basic retrospective.
|60
|-
|'''[[Our Empathy Survey Says – Awesome Retro]]'''
|A fun gameshow-style format, guessing what others have answered.
|Designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.
|30-60
|-
|'''[[White Elephant Retro]]'''
|A fun, out-of-the-box, non-sprint-focused retro
|Good for learning about other team members’ values, needs, and concerns.
|30-60
|-</text>
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  </revision>
  <revision>
    <id>1192</id>
    <parentid>1179</parentid>
    <timestamp>2024-02-28T09:07:58Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="9063" xml:space="preserve">A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it. 

If you have a plan you'd like to add, [[Retrospective plan template | please read this first]]. 

'''If you are not the originating author of the retrospective please ensure you have permission to reproduce it and credit them as the source.'''

{| class="wikitable"
! align="left"| Name
!Summary
!Use
!Approx. Duration (mins)
|-
|'''[[6 Thinking Hats Retrospective]]'''
|Uses De Bono's 6 Thinking Hats to investigate process improvement
|Quite a different approach intended to provoke different ways of thinking. A good alternative to the usual post-it note/card type retrospectives
|60
|-
|'''[[Pillars Of Agile Spiderweb Retrospective]]'''
|A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.
|To talk about what abilities are important to an Agile team and how your team rates against them
|60
|-
|'''[[Appreciative Retrospective]]'''
|Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.
|To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.
|60
|-
|'''[[Strengths-Based Retrospective]]'''
|A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.
|Come up with actions that result in doing more of the things that you are already doing and which you are good at.
|45-90
|-
|'''[[Top 5]]'''
|Participants choose top 5 issues and bring them along for group to discuss and resolve
|Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them
|45
|-
|'''[[Plan of Action]]'''
|A Retrospective Technique for short term actions from long term goals
|Really good for forcing achievable actions from your retrospectives.
|40
|-
|'''[[Start, Stop, Continue, More of, Less of Wheel]]'''
|The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement
|Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.
|10-25
|-
|'''[[Each One Meets All]]'''
|The method ensures that each participant meets and interacts with every other participant.
|When retrospective participants do not know each other well
|Variable!
|-
|'''[[The Complexity Retrospective]]'''
|Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project
|Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.
|40-60
|-
|'''[[Force Field Analysis]]'''
|A plan designed around the force field analysis technique
|A retrospective for your whole company/department or to analyse a particular topic
|60
|-
|'''[[Pomodoro Retrospective]]'''
|Focused and time-constrained by using the Pomodoro technique
|Useful for determining a single action to improve the work of a small team
|25
|-
|'''[[Retrospective Surgery]]'''
|A retrospective for retrospectives
|To learn how to improve the effectiveness of your retrospectives
|60+
|-
|'''[[Questions Retrospective]]'''
|Iteration retrospective
|To get different perspectives on the same events
|60
|-
|'''[[Everyday Retrospective]]'''
|Simple sprint retrospective
|Basic / everyday retrospective plan
|90 - 120
|-
|'''[[Four L's Retrospective]]'''
|Liked – Learned – Lacked – Longed For
|Iteration and project retrospectives as well as for retrospection of training and conference events.
|90 - 120
|-
|'''[[Sailboat]]'''
|What anchors slow the team down, what wind propels it forward?
|Good for the "gather data" and "generate insights" portions of a retrospective
|90 - 120
|-
|'''[[Weekly Retrospective Simple + delta]]'''
|Review, Plus-Delta, Vote, Actions, Owners
|A weekly retrospective for your project
|60
|-
|'''[[Jeopardy Retrospective]]'''
|Use the answers as base to get all the good things and bad things that happened
|A different way to "gather data" and to get all different opinions on a subject
|60
|-
|'''[[Bubble Up]]'''
|An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.
|Use for understanding challenges and opportunities across teams when scaling agile.
|15-30
|-
|'''[[Tiny Retrospective]]'''
|A look at some of the smaller changes that the team could make.
|Use to get the team to focus on the really small things that can sometimes make a big difference.
|60
|-
|'''[[An Agile Christmas Carol]]'''
|A light weight Christmas themed retrospective inspired by Dickens' A Christmas Carol
|An approach to reflecting on the year that was and making wishes for the year ahead.
|60
|-
|'''[[Deep Tissue Massage Retrospective]]'''
|Massage out your team's sore knots: Tackle those common themes that come up again and again.
|Targeted retrospective to tackle some of those lingering issues
|60
|-
|'''[[Glad, Sad, Mad]]'''
|Categorize issues as those that made you glad, sad or mad.
|A fairly basic, “no gimmicks” retrospective plan.
|60
|-
|'''[[Do-Si-Do]]'''
|Team members move from station to station like an old fashioned dance.
|An approach that allows team members to focus on actions.
|60-90
|-
|'''[[A Serious (Play) Retro]]'''
|A retrospective in which the team builds Lego models to assess their performance.
|To create a playful mindset from which to more honestly self-evaluate.
|60
|-
|'''[[Guess Who?]]'''
|An 'empathy hack' retro designed for team members to see others' points of view.
|When you're looking to build team cohesion. 
|60
|-
|'''[[Scrum Values]]'''
|A look from two angles on how the team evaluates their adherence to the Scrum Values.
|To get a common understanding of the Scrum Values, evaluate how the team adheres to them and dig deeper in the context of transparency, inspection and adaptation.
|60
|-
|'''[[Facebook Reactions Retrospective]]'''
|A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.
|Instead of the original three "Glad", "Sad", "Mad" columns the team uses the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry" inspired by the reactions feature used on Facebook.
|60-120
|-
|'''[[2 fast 2 valuable]]'''
|A way for a team to talk about how their ways of working impact how effective they are
|Useful when a team is newly formed or have different ways of working (for example if they don't pair program)
|60-120
|-
|'''[[Mountain Hiking]]'''
|A way for a team to talk about goals, risks, impediments in the sprint.
|Useful when a team is not sure of team goal, and would like them to think about the risks and impediments.
|60-120
|-
|'''[[Fly High]]'''
|A way for a team to talk about team level  and organizational level impediments.
|Useful when a team is not sure of what impediments the teams can resolve by themselves and what cannot.
|60
|-
|'''[[Highway Drive]]'''
|A way for a team to talk about team goals, risks, impediments and enablers during their sprints.
|Useful for understanding the team's thoughts and ideas in terms of small and big blockers, enablers .
|60
|-
|'''[[Snakes and Ladders]]'''
|A way for a team to talk about impediments and enablers during their sprints.
|Useful for understanding the team's thoughts on what is helping them during the sprint and what is not, and also talk about the action items .
|60
|-
|'''[[Basket Ball]]'''
|A way for a team to discuss how can they work as an agile team.
|Useful for brainstorming what it takes for team members working in silos to start working as an agile team.
|60
|-
|'''[[A-Team]]'''
|A way for a team to discuss goals, achievements, particularities and team work.
|Useful as an alternative to a basic retrospective.
|60
|-
|'''[[Our Empathy Survey Says – Awesome Retro]]'''
|A fun gameshow-style format, guessing what others have answered.
|Designed to create the circumstances for empathy to grow within the team in a fun way whilst also generating improvement ideas.
|30-60
|-
|'''[[White Elephant Retro]]'''
|A fun, out-of-the-box, non-sprint-focused retro
|Good for learning about other team members’ values, needs, and concerns.
|30-60
|-
|'''[[Futurespective: learning from failures that haven't happened yet]]'''
|Use shared storytelling to imagine disastrously bad futures for a team's work, and agree how to avoid them.
|Good for helping surface shared but unspoken worries, and identifying ways to mitigate risks.
|60
|-</text>
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</page>
<page arvcontinue="20220310141243|1175">
  <title>Tools &amp; Exercises</title>
  <ns>0</ns>
  <id>38</id>
  <revision>
    <id>1180</id>
    <parentid>1169</parentid>
    <timestamp>2022-09-09T12:05:08Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="1973" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[https://retrocadence.com/ Agile Retrospective Tool With Built In Retrospective Templates]
*[https://nomad8.com/articles/chart-your-happiness Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[https://www.benlinders.com/news/agile-retrospectives-bingo-released/ Agile Retrospective Bingo]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]</text>
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  </revision>
  <revision>
    <id>1186</id>
    <parentid>1180</parentid>
    <timestamp>2022-09-09T12:47:41Z</timestamp>
    <contributor>
      <username>Tian</username>
      <id>462</id>
    </contributor>
    <minor/>
    <comment>Add retro formats and tool - TeleRetro</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="2060" xml:space="preserve">Not full retrospectives plans but exercises that can be used as a part of retrospectives, to gauge the mood or expose issues.

*[https://www.teleretro.com/retro-formats/ Agile Retro Formats and Retrospective tool]
*[https://retrocadence.com/ Agile Retrospective Tool With Built In Retrospective Templates]
*[https://nomad8.com/articles/chart-your-happiness Happiness Histogram]
*[[Warm Up Exercise - Sprint Draw &amp; Guess]]
*[http://xp123.com/articles/xp-radar-chart/ XP Radar]
*[http://www.benlinders.com/2014/retrospective-exercise-vital-few-actions/ Vital Few Actions]
*[http://www.google.co.uk/search?rlz=1C1GGLS_enGB319GB319&amp;sourceid=chrome&amp;ie=UTF-8&amp;q=six+action+shoes+de+bono Six Action Shoes] by De Bono
*[http://en.wikipedia.org/wiki/Six_Thinking_Hats Six Hats Thinking] by De Bono
*[http://www.benlinders.com/2013/which-questions-do-you-ask-in-retrospectives/ Retrospective Questions]
*[http://en.wikipedia.org/wiki/5_Whys 5 Whys] and the [http://www.benlinders.com/2013/getting-to-the-root-causes-of-problems-in-a-retrospective/ 5 Why's retrospective]
*[http://www.benlinders.com/2013/feelings-matter-in-agile-retrospectives/ 1 Word Retrospective]
*[[Retrospective Dialogue Sheets]]
*[http://www.benlinders.com/2013/improving-collaboration-in-agile-projects-with-the-retrospective-of-retrospectives/ Retrospective of Retrospectives]
*[https://www.benlinders.com/news/agile-retrospectives-bingo-released/ Agile Retrospective Bingo]
*[http://www.benlinders.com/2014/getting-feedback-with-the-perfection-game/ Perfection Game]
*[http://practiceagile.com/the-power-of-anonymous-retrospectives/ Anonymous Retrospectives]
*[http://blog.crisp.se/2013/01/22/henrikkniberg/how-to-run-a-big-retrospectives Big Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-for-teams-with-multiple-customers/ Multiple Customers]
*[http://www.funretrospectives.com/fishbowl-conversation/ Fishbowl Conversation]
*[https://www.benlinders.com/game/ Agile Self-assessment Game]
*[https://age-of-product.com/retrospective-exercises/ Retrospective Exercises Repository]</text>
    <sha1>d7f288be35802f39ed9eb0fa25f5a1acf92ac407</sha1>
  </revision>
</page>
<page arvcontinue="20220310141243|1175">
  <title>Books, Articles, Videos</title>
  <ns>0</ns>
  <id>593</id>
  <revision>
    <id>1181</id>
    <timestamp>2022-09-09T12:06:55Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <comment>Created page with " '''Books''' *[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson *[http://www.dorsethouse.com/books/pr.htm..."</comment>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7757" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.benlinders.com/book/tag/retrospectives/ More books on Agile Retrospectives]
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://retrocadence.com/ Free Retrospective Tool]
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
    <sha1>9fee589740adec8d3f16f05d99010f58eedbfcf0</sha1>
  </revision>
  <revision>
    <id>1184</id>
    <parentid>1181</parentid>
    <timestamp>2022-09-09T12:12:57Z</timestamp>
    <contributor>
      <username>Robbowley</username>
      <id>1</id>
    </contributor>
    <model>wikitext</model>
    <format>text/x-wiki</format>
    <text bytes="7667" xml:space="preserve">
'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://retrocadence.com/ Free Retrospective Tool]
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://www.retrospectives.eu retrospectives.eu]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://retrocadence.com/ Free Retrospective Tool]
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[http://blogs.msdn.com/b/jmeier/archive/2013/02/25/the-art-of-the-agile-retrospective.aspx The Art of the Agile Retrospective] by J.D. Meier
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
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'''Books'''
*[http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] by Derby and Larson
*[http://www.dorsethouse.com/books/pr.html Project Retrospectives: a Handbook for team reviews] by Norman L Kerth
*[https://leanpub.com/the-retrospective-handbook The Retrospective Handbook] by Patrick Kua
*[http://innovationgames.com/ Innovation Games] by Luke Hohmann (and his [http://www.amazon.com/Innovation-Games-Creating-Breakthrough-Collaborative/dp/0321437292 book] of the same name)
*[http://www.benlinders.com/getting-value-out-of-agile-retrospectives/ Getting Value out of Agile Retrospectives] by Luis Gonçalves and Ben Linders: download from [http://www.infoq.com/minibooks/agile-retrospectives-value InfoQ] or [https://leanpub.com/gettingvalueoutofagileretrospectives LeanPub], [http://www.amazon.com/Getting-Value-Agile-Retrospectives-Retrospective/dp/1304789624/ Paperback Edition]
*[http://www.plans-for-retrospectives.com/print/index.html Retromat Print Edition] Fun printed version of the online [http://www.plans-for-retrospectives.com/ "Retr-O-Mat"]
*[https://leanpub.com/b/agileretrospectives Leanpub bundle with six ebooks on Agile Retrospectives]
*[https://www.retrium.com/ebook/become-a-retrospective-rockstar Become a Retrospective Rockstar], 21 agile experts share their best tips
*[https://www.amazon.com/Agile-Retrospectives-Retrospective-improvement-retrospectives-ebook/dp/B01E98WTU2 Agile Retrospectives: 29 tips for continuous improvement with Scrum] by Paul VII
*[https://www.amazon.com/dp/B07NKSDHPX Retrospectives. A Scrum Master's Guide] by Daria Bagina
*[https://www.amazon.com/Improving-Agile-Retrospectives-Efficient-Addison-Wesley-ebook/dp/B0785W7PM6/ Improving Agile Retrospectives: Helping Teams Become More Efficient] by Marc Loeffler
*[https://www.amazon.com/Obteniendo-valor-las-Retrospectivas-Agiles/dp/9492119048/ Obteniendo valor de las Retrospectivas Agiles (Spanish)] by Ben Linders 

'''Articles'''
*[http://www.methodsandtools.com/archive/archive.php?id=63 Refactoring Your Development Process with Retrospectives] ([http://www.agilexp.com/agile-coach-rachel-davies.php Rachel Davies])
*[http://www.infoq.com/retrospectives News, articles and presentations on retrospectives] from InfoQ
*[http://www.projecttimes.com/articles/seven-steps-to-remarkable-retrospectives.html Seven Steps to Remarkable Retrospectives]
*[https://www.linkedin.com/today/post/article/20140403210808-738843-agile-retrospectives-why-you-would-do-them Agile Retrospectives: Why You Would Do Them?]
*[https://www.scrumalliance.org/community/articles/2014/june/agile-retrospectives-more-than-just-facts! Agile Retrospectives - More than just facts]
*[https://www.linkedin.com/pulse/20141008072748-738843-sustainable-continuous-improvement-using-agile-retrospectives Sustainable Continuous Improvement Using Agile Retrospectives]
*[https://luis-goncalves.com/agile-retrospectives-antipatterns/ A series of Agile Retrospectives Anti Patterns]
*[http://www.sitepoint.com/making-agile-retrospectives-productive/ Making Agile Retrospective Productive]
*[https://dzone.com/articles/facilitating-effective-agile-retrospectives Facilitating Effective Agile Retrospectives]
*[https://www.benlinders.com/2017/state-of-practice-in-agile-retrospectives/ State of Practice in Agile Retrospectives]
*[https://age-of-product.com/sprint-retrospective-anti-patterns/ 21 Sprint Retrospective Anti-Patterns Impeding Scrum Teams]
*[https://luis-goncalves.com/agile-retrospectives/ Long Blog Post Explaining Agile Retrospectives] by Luis Goncalves
*[https://agilestrides.com/blog/40-ideas-to-spice-up-your-retrospective/ 40 ideas to spice up your retrospective] by Ralph van Roosmalen
*[https://play14.org/games/ Games] from Play14

'''Blogs / Websites'''
*[https://retrocadence.com/ Free Retrospective Tool]
*[https://www.jmroxas.com/2018/03/15/a-smashing-retrospective/ A Smashing Retrospective! A guide on how to use a board game to run a retrospective]
*[http://www.plans-for-retrospectives.com/ "Retr-O-Mat"] - Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL. Or just browse around for new ideas! » plans-for-retrospectives.com
*[http://www.benlinders.com/exercises/ Retrospective Exercises Toolbox] - Use this toolbox with retrospective exercises to design your own valuable agile retrospectives!
*[https://luis-goncalves.com/agile-retrospectives-ideas-exercises/ Ideas for Agile Retrospectives] by Luis Goncalves
*[http://retrofibel.de/ Blog für Retrospektivenliebhaber by Marc Löffler (in German)] and the book (to be published) "Retrospectiven in der Praxis"
*[http://www.benlinders.com/2011/getting-business-value-out-of-agile-retrospectives/ Getting business value out of Agile Retrospectives]
*[http://idiacomputing.com/moin/IntrospectionAndRetrospectives Introspection And Retrospectives] and [http://idiacomputing.com/moin/RetrospectiveTechniques Restrospective Techniques]
*[https://www.funretrospectives.com/ Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging]
*[https://sites.google.com/a/scrumplop.org/published-patterns/retrospective-pattern-language Scrum Patterns for Process Improvement]
*[http://xp123.com/xplor/xp0509/index.shtml Some Patterns for Iteration Retrospectives]
*[http://skycoach.be/2011/05/16/agile-retrospectives-anti-patterns/ Agile Retrospective Anti Patterns]
*[https://www.scrumalliance.org/community/articles/2014/july/dos-and-don-ts-of-agile-retrospectives Do's and Don'ts of Agile Retrospectives]
*[http://www.benlinders.com/2014/retrospectives-in-remote-teams/ Retrospectives in Remote Teams]
*[https://www.mountaingoatsoftware.com/blog/does-a-scrum-team-need-a-retrospective-every-sprint#comments Does a Scrum Team Need a Retrospective Every Sprint?]
*[http://www.benlinders.com/2016/doing-a-retrospective-when-you-cant-get-the-team-to-meet/ Doing a retrospective when you can’t get the team to meet]
*[http://mwickman.com/how-to-fix-your-agile-scrum-retrospective-meetings/ How to Fix Your Agile Scrum Retrospective Meetings]
*[https://medium.com/@benlinders/non-verbal-exercises-for-agile-retrospectives-ade5ca32ade#.bp42lqn9e Non-verbal Exercises for Agile Retrospectives]

'''Video and Presentations'''
*[http://www.tvagile.com/2010/08/30/retrospectives/ Video: Retrospectives Presentation at San Francisco Agile User Group]
*[http://www.tvagile.com/2009/02/25/agile-retrospectives-making-good-teams-great/ Video: Agile Retrospectives - Making Good Teams Great!]
*[http://www.slideshare.net/BenLinders/sustainable-improvement-through-retrospectives-sepg-europe-2013-ben-linders Sustainable Improvement through Retrospectives]
*[http://www.slideshare.net/jchyip/a-guide-forpreparingandfacilitatingretrospectives A guide for Preparing and Facilitating Retrospectives]
*[https://www.infoq.com/presentations/agile-retrospectives Spicing up Agile Retrospectives] [https://www.slideshare.net/BenLinders/spicing-up-agile-retrospectives-agile-tour-london-2015-ben-linders slides]
*[https://www.slideshare.net/BenLinders/talk-improving-software-quality-with-retrospectives-testcon-moscow-2019-ben-linders Improving software quality with retrospectives]

'''Online Training'''
*[http://mwickman.com/effective-agile-meetings/ Effective Agile Retrospectives] by Martin Wickman
*[https://www.benlinders.com/workshop-valuable-agile-retrospectives/ Valuable Agile Retrospectives for Teams] by Ben Linders</text>
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<page arvcontinue="20220310141243|1175">
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools &amp; Exercises|Tools &amp; Exercises
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Retrospective_Surgery|Retrospective Surgery
** The_Prime_Directive|The Prime Directive
** Books,_Articles,_Videos|Books, Articles, Videos
** Rob's Guide to Effective Retrospectives|Rob's Guide to Effective Retrospectives
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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** Agile_Retrospective_Resource_Wiki| Home
** Retrospective_Plans|Retrospective Plans
** Tools &amp; Exercises|Tools &amp; Exercises
** Books,_Articles,_Videos|Books, Articles, Videos
** The_Prime_Directive|The Prime Directive
** Tips_&amp;_tricks|Tips &amp; Tricks
** Common_ailments_&amp;_cures|Common Ailments &amp; Cures
** Rob's Guide to Effective Retrospectives|Rob's Guide to Effective Retrospectives
** recentchanges-url|recentchanges
* SEARCH
* TOOLBOX
* LANGUAGES</text>
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  <title>Rob's Guide to Effective Retrospectives</title>
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===Retrospective facilitation is a skill===
The first three chapters of Derby and Larson's book [http://pragprog.com/book/dlret/agile-retrospectives Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Rotate the facilitator role===
It's common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn't) mean they have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour. This has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.


===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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===Retrospective facilitation is a skill===
The first section of Derby and Larson's book [https://pragprog.com/titles/dlret2/agile-retrospectives-second-edition/ Agile Retrospectives: Making good Teams Great] remain essential reading for how to effectively facilitate retrospectives.

Ensuring meetings are not being driven by whoever shouts the loudest or ending up as a long ineffectual debate takes thought and practice.

Conversely - and something more common with the increase in remote working and online meetings - is highly transactional retrospectives which are no more than [https://twitter.com/chrismdp/status/1493155571154833413?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Improvement Theatre]:

''"Retrospectives should be where people truly critique the status quo.&lt;br/&gt;
A place with tension, difficulty and honest searching for a better way.&lt;br/&gt;
Where people make themselves vulnerable and do the hard work of forging agreement.&lt;br/&gt;
With these kinds of retros, things actually change."'' - [https://twitter.com/chrismdp/status/1493155573965090818?s=20&amp;t=UagX05G8gwHBwSBrI1hdbA Chris Parsons]

===Start each retrospective with [[The Prime Directive]]===
The purpose of the Prime Directive is to assure that a retrospective has the right culture to make it a positive and result oriented event. It makes a retrospective become an effective team gathering to learn and find solutions to improve the way of working:

'''''"Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand."'''''

--Norm Kerth, Project Retrospectives: A Handbook for Team Review

===Achievable actions and owners for each action===
A common failing with retrospectives is either not taking actions away or the actions not being completed. My first tip here is make your actions small, really small. Big vague goals like "write more unit tests" are pointless. A great retrospective to encourage small achievable actions is the [[Plan of Action]] retrospective.

Once you have your achievable actions make sure someone is responsible for each and every one you choose to take away. This doesn't have to be the person who is going to do the work, just the person who is responsible for making sure it happens before the next retrospective.

Track the actions as you would with the rest of the work in your team in your favourite work tracking tool

===Rotate the facilitator role===
It's common for it to be one person's job (e.g. Scrum Master, Team Lead) to facilitate/lead retrospectives. This can result in bias towards their point of view and prevent a team from feeling engaged and empowered to solve their own problems. Whilst it may be one person's job to make sure they happen, that doesn't (and shouldn't) mean they have to run every retrospective too.

Get everyone to take turns facilitating. Not only does this ensure no one feels retrospectives are being driven by one person's agenda, there are many other side benefits, including:
* Learning how to facilitate is great for developing communication skills and generally how to have effective meetings.
* The burden of planning retrospectives is shared across multiple people.
* Retrospectives are less likely to become dull or repetitive.

Really easy to do if you have more than one team - '''ask for someone from another team to facilitate your retrospective''' and when it's their turn return the favour. This has the wonderful side-effect of being a great way to cross-pollinate ideas between teams.


===Start each retrospective by going through the actions from the previous one===
Begin the retrospective by reviewing the actions from the previous retrospective. Have the been completed? If not, why not? Time box this to 5 minutes.

If the team took 5 actions but completed none, agree to take fewer actions away from this retrospective. Once the team has got better at completing the actions they've committed to then consider increasing the amount of actions they take away.


====Who is Rob?====
I'm [https://twitter.com/@robbowley Rob Bowley], the person who set up this wiki.</text>
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  <title>Futurespective: learning from failures that haven't happened yet</title>
  <ns>0</ns>
  <id>594</id>
  <revision>
    <id>1191</id>
    <timestamp>2024-02-28T09:03:12Z</timestamp>
    <contributor>
      <username>Neil vass</username>
      <id>426</id>
    </contributor>
    <comment>Created page with "===Use:=== Retrospectives look back; a "futurespective" looks the other way:  * consider a possible future, * discuss how likely that future scenario seems, * agree what you..."</comment>
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    <text bytes="7636" xml:space="preserve">===Use:===
Retrospectives look back; a "futurespective" looks the other way:

* consider a possible future,
* discuss how likely that future scenario seems,
* agree what you’d like to do about it (ideas to make good futures more likely to happen, or ways to avoid bad ones).

The focus for this particular futurespective: disastrously bad futures. When getting a new team together or kicking off some new piece of work, there can be a lot of positivity and exploring the great things you can achieve. That’s good, and needed! But it can leave the “risk management” section as a bit of a tick-box exercise. Bringing the “bad stuff” to life a little can help everyone be aware of pitfalls, and creatively work on increasing the chances of success.

A session to look back on a failure is sometimes called a “post-mortem” – as in, examining at a dead body to determine the cause of death – so looking forward like this can be called a “pre-mortem”. That’s a bit of an unpleasant metaphor, but to look for more ideas on this topic both “futurespective” and “pre-mortem” are good terms to search for.


===Length of time:===
60 min


===Short Description:===
This session uses a kind of guided storytelling: the factilitator reads out various prompts, leaving space for people to write their answers. Everyone quietly thinking and writing about the same topic at once is interesting – you can see reactions and get other cues that we’re all working together, but maybe writing very different answers.

After this, the group compares answers, looks for patterns and surprises, and agrees what to do with what they've learned.


===Materials:===
Post-its and pens for each participant, and a wall or whiteboard to review these later. Virtual whiteboards work fine too.


===Process:===
 
Start by explaining the plan to your group:

* You’re going to read a series of prompts about an imagined future for this piece of work, and they’ve to fill in the blanks by writing whatever comes to mind.
* Keep your notes in order (can write responses on post-its, index cards, or whatever virtual equivalent you like).
* We won’t discuss things as we go – there might be chuckles, groans or other hints on how people are feeling, but we’re looking for quiet reflection and writing for this part.
* At the end we’ll collect and compare answers, to see what we all came up with – and agree what we want to do with this.


==== Prompting stories ====

For the prompts: You can ask any questions really – but open ones, slightly surprising ones, or repeating the same ones again asking for a different answer can help get some really good responses and insights you can use.

An example script:

“It’s after the end of this piece of work, and it was a disaster. I’m still too upset to talk about it. Could you just write it for me?”

* “What was the end result? How bad was it?”
* “And what happened to cause that?”
* “But that wasn’t the only thing that went wrong. What else was a huge problem?”
* “And what did we try right away to fix that?”
* “It didn’t work. How did our panic fix only make things worse?”
* “What was a problem from early on, that we tried to ignore?”
* “What always goes wrong – and hit us here too?”
* “Someone left – got a promotion, took a sabbatical, or something – and it really affected us. Who was it?”
* “And what did we lose? What skills/knowledge/support?”
* “And what huge problem did that lead to?”
* “Who was expecting something this project was just never going to give them?”
* “And what was it they were expecting?”
* “What did we assume would be fine, and it really really wasn’t?”
* “And on top of all that, what else went wrong?”


==== Comparing stories ====

At this point, everyone might be feeling very down: if that story’s how things are likely to go, should we even start? This is a good time to remind them that thinking and talking through all the bad things now is our best route to making sure none of them come true. Let’s see what we wrote and agree what we’d like to do about it.

Write each prompt on a board or wall, and give everyone space to put their responses, read other people’s, and start clustering similar ones. Some things that might come out of this:

'''Surprise similarities''': for one team, “who left, and what did we lose” had piles of responses naming the same engineer on the team. It hadn’t been discussed much before, but there was a wide range of things that only they knew how to do. The good news: they’re not going anywhere yet, let’s make a plan to share knowledge and responsibilities around – that both reduces the impact if they do leave, and puts less pressure on them to do all the things in busy times.

'''Easy fixes''': for “who was expecting something”, you might find a range of stakeholders and groups that really could throw in late-breaking problems to your work. For some of these, someone else on the team might say “good point, but that one’s OK – I’ve been talking to them”. For others, “really good point, I hadn’t thought of them!”

'''Unspoken common worries''': this might bring out fears that have been on people’s minds already, or things they hadn’t consciously thought about until prompted to look in that direction. It can take courage to bring up an issue, especially if you’re not sure how much of a risk it is – will you be seen as too negative, or foolish? Framing this as a “what if” game, where any answer is fine, can encourage sharing – and sometimes you’ll find multiple people wrote the same thing and agree it’s worth considering.

'''A vast array of dangers''': some prompts bring a variety of pitfalls, all of which sound plausible. You don’t need to enumerate every one and monitor throughout this piece of work – making some specific plans for the most likely / most damaging ones is more useful. You can decide what to do with the rest: just keep in mind that all kinds of pitfalls are possible, and keep alert as you go? File this stack away, and review it in a month or so to decide if any of it needs a plan now the work’s underway?

'''Laughs''': you will get some spectacularly implausible disaster scenarios. For every response up on the board, you as a team get to decide what to do with it – including thanking people for bringing some humour and not worrying too much more about it.

==== Retelling stories ====

With all workshops: it’s easy to feel like you’re finding all the issues and fixing the world while the session’s going on, and then to forget all about it when you leave the room. Help make sure there’s a lasting impact!

When you agree actions, or on things to revisit, do follow up together later to see how many were done (taking away far too many is common), and what impact you feel it’s had (”oh we should knowledge share” sounds good – but are others on the team now confident they can do those things?)

This format in particular lends itself well to getting back together once the work’s further along, to remember the disaster future you painted.

* Do we feel like any actions or awareness we took from that session actually helped head off problems?
* Was there anything we predicted, but still failed to prevent happening?
* What would make a similar futurespective work better next time?


=== Source: ===

This description originally appeared on Neil Vass's blog: https://neil-vass.com/futurespectives-learning-from-failures-that-havent-happened-yet/

Copied here by the author.</text>
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  <title>User:Piotr.wegert</title>
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    <timestamp>2025-03-03T11:36:43Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
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My retro exercises: 

* [http://retrospectivewiki.org/index.php?title=Scrum_Values Scrum Values]
* [http://retrospectivewiki.org/index.php?title=Facebook_Reactions_Retrospective Facebook Reactions Retrospective]</text>
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<page arvcontinue="20220310141243|1175">
  <title>Scrum Values</title>
  <ns>0</ns>
  <id>472</id>
  <revision>
    <id>1195</id>
    <parentid>1021</parentid>
    <timestamp>2025-03-03T11:39:18Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <minor/>
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    <text bytes="4231" xml:space="preserve">===Use===
The exercise is an opportunity not only to get a common understanding of the Scrum Values and evaluate how the team adheres to them but also to dig a little deeper in the context of transparency, inspection and adaptation - the three pillars of Scrum. 

===Length of time===
Approximately 60 minutes

===Short Description===
The overall exercise consist of four parts. Don’t change the order of the sub-exercises ex #1 and #2. They seem very similar but look at the Scrum Values in your team from different angles.

*[5-10 min] Introduction&lt;br&gt;
*[5 min] Exercise #1&lt;br&gt;
*[5 min] Exercise #2&lt;br&gt;
*[20-40 min] Results analysis and discussion&lt;br&gt;

===Materials===
To start you will need a bunch of sticky notes and some pens. To visualize the results use either a whiteboard/flipchart or a projector/monitor and an app that allows creating radar charts (e.g. Excel). 

===Process===

====Introduction====
This should be a quick chat to get a more or less common understanding of what each value means for everyone in the team. The purpose is not to dig deep (there will be time for that at the end of the exercise) but to make sure there are no big differences in how the team members understand each value (e.g. Focus might be misunderstood as not being “interrupted” at all while coding).

====Exercise #1 ====

The purpose of this exercise is to see how team members perceive the entire team adhering to each of the Scrum Values.

* Hand over a sticky note and a pen to each member of the team
* Ask everyone to rate on a scale of 1 (worst) to 5 (best) how good the entire team is in each of the five Scrum Values individually. That means it’s possible for instance to give a rate of 4 to each of the five Scrum Values. Any other combination of scores between 1 and 5 is also possible. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Exercise #2====
The second exercise is nearly identical as the first one with the only difference being how the scores are assigned. In ex #2 instead of rating each value individually team members will have to order them from the worst (1 point) to best (5 points). This is deliberately to overstress the differences between how each value was rated in ex #1 and bring into light problems that the team '''might''' consciously or unconsciously overlooked (e.g. in ex # 1 no Scrum Value got a lower score than 3 but in ex # 2 everyone ordered “Respect” as the worst value and “Openness” as the second-worst).
* Hand over one more sticky note to each member of the team
* Ask everyone to order all five Scrum Values by giving them a unique score between the worst (1 point) and the best (5 points). That means it’s possible to assign a given score to one and only one Scrum Value. Don’t use fractions, only integers.
* Give the team some time to think and then collect the sticky notes

====Results analysis and discussion====
The two exercises above should give good input for a discussion around the Scrum Values in your team and as mentioned before also in the context of Scrum’s three pillars: transparency, inspection, and adaptation. Be sure to sum up the scores for each exercise and visualize them (whiteboard/flipchart/Excel) in the form of a radar chart. Below are examples of radar charts for two hypothetical teams. The first team has pretty consistent results in both exercises. The second team however has much different scores in Respect and Openness between exercises #1 and #2 which doesn't guarantee but '''might''' suggest the team is not very comfortable with bringing those issues up or until now they were not aware those areas stand out. Be sure to discuss this difference in detail.

[[File:Team1.png]]&lt;br&gt;

Team 1 – Consistent results between Ex #1 and #2

[[File:Team2.png]]&lt;br&gt;

Team 2 – Big difference in Respect and Openness between Ex #1 and #2 '''might''' suggest an issue.

===07/2018 Update===
After running this exercise a couple of times as well as digging into how scales are constructed I'm no longer summing up individual results in Ex2, just loosely confronting them with individual and summed up results from Ex 1 as input for discussion. Inspect and adapt ;)</text>
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<page arvcontinue="20220310141243|1175">
  <title>Facebook Reactions Retrospective</title>
  <ns>0</ns>
  <id>497</id>
  <revision>
    <id>1196</id>
    <parentid>944</parentid>
    <timestamp>2025-03-03T11:40:08Z</timestamp>
    <contributor>
      <username>Piotr.wegert</username>
      <id>394</id>
    </contributor>
    <minor/>
    <model>wikitext</model>
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    <text bytes="1908" xml:space="preserve">===Use===
A simple and refreshing variation of the very popular "Glad", "Sad", "Mad" retrospective.

===Length of time===
60 - 120 minutes 

===Short Description===
A variation of the [http://retrospectivewiki.org/index.php?title=Glad,_Sad,_Mad "Glad", "Sad", "Mad"] retrospective inspired by the [https://www.wired.com/2016/02/facebook-reactions-totally-redesigned-like-button reactions feature used on Facebook]. Instead of the original three "Glad", "Sad", "Mad" columns the team can use the following six: "Liked", "Loved", "Made me laugh", "Surprised me", "Made me sad", "Made me angry". 

===Materials===
*Sticky notes
*Pens
*Whiteboard (optional)

===Process===
* The facilitator sets up six columns on a whiteboard or directly on the wall using "header" sticky notes. Distributed teams can use one of the many online tools e.g. https://funretro.github.io
**Liked
**Loved
**Made me laugh
**Surprised me
**Made me sad
**Made me angry

* Everyone individually writes down observations regarding the previous sprint/release/project. Each observation should be written on a separate card and fit into one of the six columns. This part can be time-boxed not to get overwhelmed with too many observations.
	
* After everyone is done or the time-box is over the team can group similar observations and use a voting/prioritizing technique if there are too many sticky notes to comprehend.
	
* The last step is discussion and action items generation. If the team used voting/prioritization use that order. If not, start with the column the team is most passionate about and continue column by column.

Side note: I spent some time looking for similar exercises and found [https://www.slideshare.net/jasperverdooren/facebook-retrospective the following one] by Jasper Verdooren, written in 2012 (at that time there was only the "Like" button, reactions were introduced in 2016). Be sure to check it out as well.</text>
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